RPA is alive...With Super Marios to the rescue

March 02, 2021 | Elena ChristopherPhil Fersht

We've been pushing our concept of Native Automation hard these past few weeks, where it's imperative for organizations to embed an attitude to automation workflows deep into their operations. So what better to promote this native adoption, than to get it for free from the world's juggernaut desktop software institution, Microsoft?  And does this spell trouble for the likes of UiPath and AutomationAnywhere's desire to IPO... now RPA is practically free for all?  They now have little choice but to prove their value beyond RPA.

RPA is not dead, as previously stated. Thanks to Microsoft, it’s going mainstream.

In line with day one of its annual Ignite events, Microsoft announced that it would immediately offer a free version of its Power Automate Desktop robotic process automation (RPA) application. This is available for complimentary download starting today. Additionally, it will become a standard part of Windows 10 and subsequent versions on a go-forward basis. This seemingly modest announcement baked into a sea of other Ignite news has the potential to drive RPA mainstream through a bottom-up approach of democratized use.

Here’s a quick RPA history lesson on how we got here and why this announcement matters:

  • 2012 – “Greetings from Robotistan – HFS picked up on the RPA trend when we learned about a company called Blue Prism and how it was primed to shake up the offshoring outsourcing model with “robotic automation.” HFS, in fact, put the “P” in RPA.
  • 2103 – 2016 – A market is born – Vendors proliferate such as Automation Anywhere (AA), OpenSpan (acquired by Pega), WorkFusion, Softomotive, Kapow, UiPath, and Blue Prism goes public
  • 2017 – 2018 – The hype years – adoption but lots of unsubstantiated value claims and insane UiPath and AA valuations
  • 2019 – RPA is dead – frustrated with the lack of transformation and scale, HFS declared RPA dead and advocated for the Triple-A Trifecta approach of integrating AI, Automation, and analytics to drive value.
  • 2020 – The burning platform for Automation has arrived. The pandemic forced digital change and a ‘work-from-anywhere economy'. Automation is recognized as a critical value lever for those enterprises willing to change.
  • 2021 – Native Automation supported by cloud-first. As we emerge from the pandemic, we have a once in an era opportunity to reinvent how we do work. The reinvention plan must embrace the skill of the cloud, the elevation in value of data, and the everyday use of automation technologies to power how work is done natively.

Based on the above timeline, Microsoft was decidedly late to the RPA market. By their own admission, this was entirely intentional as it waited to see how the hype played out. It first announced its entry into the RPA market in 2019 with Power Automate, its Power Platform rebrand of Flow with newly added UI Flow for RPA. It hit general availability (GA) in April 2020. And then, suggesting it did not quite have what it needed, Microsoft acquired RPA firm Softomotive in May 2020. Our view of the acquisition was that it would strengthen the legitimacy of the RPA industry and that if any vendor was going to achieve UiPath’s vision of a bot for every worker, it would be Microsoft. Perhaps the inherent RPA scale issue could be solved by making RPA the world’s next standard desktop application.

Softomotive integration ensued, and then in December 2020, Microsoft announced the general availability of Power Automate Desktop, the native integration of Softomotive’s WinAutomation technology into Power Automate. The GA announcement heralded the expansion of Microsoft’s RPA capabilities with added features such as a drag and dropped no-code visual designer, embedded web and desktop recorders (to record your work and automate automation builds), and a host of connectors to various systems. The resulting PowerAutomate product as it stands today is a hybrid of cloud-based API automation (flows in Microsoft vernacular) and on-premise user-interface (UI)-based Automation (aka RPA) with the availability of enterprise collaboration, governance, reporting, and integration capabilities – with the rest of the Power Platform (Power Apps, Power BI, and power Virtual Agents) as well as Teams at the top of the integration list. Its primary form is attended Automation – which is Automation triggered by a user. 

The resulting impact has been a rapid uptake in enterprise tinkering with the Microsoft tools, as 23% of automation decision-makers now view them as one of their primary automation suppliers, which our recent survey across 400 of the Global 2000 demonstrates:

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With so many enterprises under pressure from their leaderships to align all desktop software onto the plethora of Microsoft applications, it's no surprise that interest and adoption in the PowerAutomate platform to be on a sharp increase.

So what is actually "free", folks?

The PowerAutomate pricing you’ll find on Microsoft’s website shows a tiered approach going from $15 to $40 per user per month. This pricing stands, and Microsoft has essentially added a new, freemium option as the entry-level. The freemium provides access to Power Automate Desktop, the desktop-based attended RPA functionality – essentially the Microsoft version of the former Softomotive WinAutomation. The $15 price point is for cloud-based API automation (unlimited flows). The $40 price point is the combination of RPA functionality plus cloud-based API automation flows with an added enterprise governance and management functionality. Other enterprise options exist for unlimited users as well as an unattended offering.

Notably, this freemium version will be offered as part of Windows 10 and subsequent versions going forward. Microsoft is literally offering RPA to the world as part of its evolving standard toolset to get work done. With Microsoft’s reach, we may actually make some progress with business user adoption.

Bottom line: Native automation is not "Hyper", it's a must-have attitude and mindset, and we now have broad access to the tools to make this happen

Automation is not your strategy; it's a necessary competency ensuring your processes provide data to deliver your business outcomes.  If your processes are not automated, you will struggle to run a work-from-anywhere business where front and back offices are blended to create OneOffice.  Automation must be native to organizations giving it the ability to apply AI to orchestrate these processes,  It is not "hyper" or even "intelligent"; it just needs to be native.  Your strategy is to have data to drive smart decisions to stay ahead of your competitors and refine your supply chain impact.

However, despite the business-led automation revolution that has been the hallmark of RPA, it continues to suffer from a fundamental adoption issue: no one knows how to use it and has not been incentivized to use it. Enterprises that have set up RPA programs, particularly those in the formative years, learned the hard way that trying to run and scale RPA without IT was a road to nowhere and/or required expensive perpetual use of external service partners. Initiatives to create “citizen developers” – essentially business users who could develop and manage RPA programs were lackluster at best. Seriously, “developer” is in the description, foretelling the skill set actually required to do anything more than build a simple task bot to answer email or do data entry.  

In the process of setting up RPA programs, the people whose work was being automated realized that their jobs may actually be at risk based on the hyped promises made by RPA vendors to transform business processes and eliminate manual work. Toss in a shocking array of images of physical robots and then sprinkle in confusing RPA licensing and you’ve basically created a product doomed to be implemented by IT, who don’t really respect it, and managed by a select group of MENSA business users who have dedicated their lives to its proliferation and talking incessantly about it. Maybe we’ve succeeded in “democratizing” business-led Automation, but we certainly have NOT brought Automation to the workers. Centers of Excellence have co-opted the revolution.

What if we tried the Microsoft approach – free and easy – native Automation for everyone using Windows (we’ll save our views on how Apple did this ages ago with workflows for another time). If it’s free, it becomes less about how the RPA vendors pay back their investors and more about how we actually improve how we do work. 

Posted in: Robotic Process AutomationIntelligent AutomationArtificial Intelligence

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Welcome to Nischala-land!

February 24, 2021 | Phil Fersht

 

Many of you saw we recently hired the analyst industry's first "storyteller"... and do we have some stories to tell!  Nischala Murthy Kaushik has joined us to drive a crisp and enticing narrative for our industry during these turbulent times of change, which she will attempt to fit between her yoga and meditation sessions, and her amazing dinners with hubby Saurabh and young ladies Naisha and Tanishka. 

Nischala will curate the HFS 2025 vision and values to the industry using her substantial social media presence - she was recently named among the Top 20 LinkedIn Voices for India. In addition to working closely with our research team, she is a blogger, thinker, and provocateur in her own right including bylines in Huffington Post and The Economic Times, with a strong focus on inclusion and diversity.  So let's find out a bit more about HFS' latest acquisition...

Phil Fersht: Hi Nischala - we are extremely happy you have chosen to focus the next phase of your career with us.  But taking a step back, can you talk about your early years and why you chose a career in the IT services industry?  Was this the career you always wanted?  

Nischala Murthy Kaushik - Phil – Firstly, Thank you for being instrumental in my career shift. I look forward to working with you and the HFS team for the next phase of my career.

Time travel into the past is always a nostalgic experience. As a kid, I aspired to walk down a new career path in line with the seasons – from a genetic researcher to a doctor, to starting my own business venture (my extended family has lots of doctors, entrepreneurs, and some both!), to being part of the fashion industry to competitive sports!

However, the reality was that I have always excelled in Math and Science at school, and in India, one of the preferred career paths for kids who do well in these subjects tends to be around Engineering and Technology. In my case, there was a strong influence and a role model in my father – who studied at IIT (Indian Institute of Technology) and went on to do his Ph.D. in the US. When he returned to India, he chose to work with TCS as one of its initial set of employees!  And since I had seen him walk down that career path, I naturally gravitated towards it.

So my Engineering degree paved the way for a career in the IT services industry.  Once I started my professional journey, the penchant for ‘new and diverse experiences’ has fuelled my career taking me across the world to exciting and interesting destinations (US, Europe, India) for work assignments in strategy consulting, technology solution development and leading innovations. Over the past two decades, exposure to global companies, diverse cultures and work environments, different world views, and ways of working have shaped my career and outlook - giving me a holistic understanding of the IT industry.

After more than two decades with Wipro, what do you feel have been your greatest accomplishments, Nischala, and how do you hope to take these experiences into the analyst industry with HFS?

I have been fortunate to play many varied and exciting roles, Phil, and each has been a great learning experience. I strongly subscribe to the mantra – After every 3 years, one should change your role, boss, team, or company! Along the way, I experienced many leadership shifts

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Posted in: IT Outsourcing / IT ServicesOutsourcing Heros

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The 9-to-5 job is officially dead... Work-from-Anywhere becomes our new reality

February 18, 2021 | Melissa O'BrienPhil Fersht

With companies the size and stature of Aetna, Amazon, Nationwide Insurance, Microsoft, and Unilever committing to the hybrid work model well beyond Covid-19, where home working is encouraged, you know a seismic shift to the corporate work culture is firmly underway.  Simply put, most firms are enjoying the lesser reliance on expensive corporate real estate, combined with the novel environment to design and automate processes in a cloud model – because there is simply no choice but to embrace digital head-on if they are to survive.

The true benefits of digital are all about scaling your business at a speed and cost-efficiency that keeps you ahead of your customers’ needs.  It’s all been about breaking the cycle where you had to keep adding people to ensure growth – for today and tomorrow, it's about doing more business from the same (or less) resources. 

OneOffice is the mindset to put real digital transformation into action, and there has never been a burning platform like the Work-From-Anywhere (WFA) revolution to force this change

Some of the world’s largest enterprises still have up to 100% staff working from home and have managed as a remote workforce for a year now.  A recent HFS study of 400 Global 2000 enterprises reveals that barely more than a third of enterprises intend to return to an office-based corporate model:

Office-based environments will never return to pre-COVID levels: We will have a significant Work-from-Anywhere workforce

 

Click to Enlarge

It is very unlikely that most enterprises will return to full-time office work, and the ramifications are plentiful and we evolve into Work-from-Anywhere

This is a complicated puzzle to solve, especially for large enterprises with a wide breadth of business functions and roles.  This essentially leaves us with four pivotal questions to answer:

  • The 9-5 workday is dead, but what does the new workday (and workforce) actually look like?
  • How can businesses prevent burnout while ensuring productivity at the same time?
  • How can workers adapt their skillsets that will stand them in good stead in this emerging environment?
  • And how do they ensure employee satisfaction while making the right decisions for security and business stability?

The new mentality is all about measuring outcomes from getting work done, as opposed to the inputs of resourcing for work

The nature of work is fundamentally changing, and if companies manage this shift effectively, it will change the work environment for the better for ambitious enterprises.  What’s needed is a solid grasp on what the long-term pivot to a ‘work from anywhere’ means to businesses, and a plan to make the remote workforce a part of the Digital OneOffice mindset.   Ideally, these changes switch the mentality to an outcomes-focused model where all that really matters is that work gets done and customers and employees are satisfied, regardless of where either is physically located.

The why, the what, and the how of Work From Anywhere in 2021... and beyond

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Posted in: Contact Center and Omni-ChannelDigital OneOfficeGlobal Workforce and Talent

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Ready to walk the Sanjay way?

February 07, 2021 | Phil FershtSarah Little

 

It's time to make Sanjay Jalona a services household name in the IT services industry. He made the jump from leadership positions at Infy to CEO and Managing Director of LTI in 2015. When I pulled up their stock chart I had to rub my eyes - thought for a moment that I was looking at the acceleration of COVID across the globe. But no, that's the 5-year snap of LTI's stock growth. Sanjay has lead LTI through an IPO in 2016 to continued momentum in growth across capabilities today.  

The COVID landscape has created massive pivots across the industry, so I was deeply curious where he was taking risks and deep dives for the future – as he will say, the capabilities where he's "throwing the kitchen sink." And speaking of the kitchen sink, we touch on everything from leading and learning with Shoshin (a beginner’s mind) to the positive changes sweeping India. Let’s begin:

Phil Fersht, CEO and Chief Analyst, HFS Research: It’s great to see you again, Sanjay, and have you join us for an HFS conversation. This is the first time we’ve had a “live” discussion, so it’d be great to have you introduce yourself a bit to our network – a little bit about Sanjay Jalona, how you ended up running a business like LTI, and a bit about how you started out. Did you always want to do this, and was this what you dreamed of? And then we’ll talk a bit more about the industry and where things are going there.

Sanjay Jalona, CEO and Managing Director of Larsen & Toubro Infotech (LTI): It’s always a pleasure to talk to you, Phil. I grew up in a small town, up north in India – six hours’ drive from Delhi in the foothills of the Himalayas. My father worked for a pharma company all his life. I studied there in a Hindi Medium school, and then went to study computer science at BITS Pilani. After that, for the last three decades, I have been involved in nothing else but the technology business.

So, I guess I’d reckon that I would completely be useless outside this industry [laughs]

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Posted in: Cloud ComputingDigital TransformationIT Outsourcing / IT Services

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SAP acquiring Signavio is a cheap play to migrate enterprises onto S4/HANA. Instead it just handed the market to Celonis

February 01, 2021 | Phil FershtReetika Fleming

Why we think SAP acquiring Signavio is a non-event and actually frees Celonis from its SAP shackles to inspire its loyal following

The initial buzz from SAP leaders with its Signavio acquisition all points to helping its clients migrate from legacy systems onto cloud-based S4/HANA applications. While that is a worthy goal, SAP needs to embrace how to support both non-IT and IT clients with rapid process redesign, if it is to stand any chance of reclaiming former glories that are long-distant memories in today's high-octane environment. The German software giant has an IT-centric view of the world, where instead we need technology and business to come together to become fluent in understanding the data they need to be effective in their markets.  To create this data, processes need to be designed to deliver data at speed, and these need to be automated in the cloud to keep their enterprises functioning.  Once processes are flowing beautifully in the cloud, you can deploy all sorts of ML and AI tools to gather increasing amounts of intelligence to anticipate your own needs - and your customers - ahead of time.

Until a decade ago, SAP was, perhaps, the most significant brand and voice in enterprise technology.  The German software supremo was the enterprise backbone, the system of record, the “way of doing things” for the majority of the FORTUNE 1000.  Back then, Microsoft was already entering rigormortis as a decrepit office suite, SFDC wasn't much more than a fancy way of managing your contacts, while Workday was confusing everyone with “thin memory”, and Oracle was just a weird collection of tired con-fused software firms run by a guy who resembled a tech billionaire version of Donald Trump.

Since then, the SaaSy likes of Salesforce, Workday, and Coupa have long-driven a narrative that you had to run your processes in the cloud, while SAP labored to catch-up as a “Cloud player”.  Then came the digital juggernauts of Microsoft, Amazon, and Google to ratchet the world of enterprise technology into a very different place, where data is king and it doesn't matter how unstructured it is.

SAP has long-lost its enterprise appeal as the process connoisseur’s tech suite of choice

SAP is a symbol of a long-forgotten time when people’s careers were tied to it, when enterprises thought being locked-into an on-premise software suite was considered a strategically smart thing to do.  Hell, any IT bigwig worth their salt needed SAP plastered all over their resume. But those days faded away after 2010 as the cloud took over the core processes in smart enterprises.  

SAP made its long-rumored acquisition of workflow and process intelligence vendor Signavio official last week. The move has implications not only for the two merging tech companies, but also the market leader in process intelligence, Celonis, that until now, enjoyed a close and successful partnership with SAP. In addition, Celonis has cultivated many strong partnerships with the likes of Accenture, Cognizant, Genpact and IBM.  Will they gravitate towards as SAP-owned Signavio?  And will SAP’s army of customers really take this seriously enough to fight their CFOs for yet more cash to pump-prime the Waldorf machine?  The depressing answer for both SAP and Singavio is simply:  no one really cares.

Why SAP needs all the help it can get to earn credibility as a process orchestration and intelligence player

Every enterprise leader has taken a hard look at their business processes over the last year, seeking ways to streamline and automate tasks and get data on what is working and what broke in the move to remote working. What started as an exercise in somehow keeping the lights on in the pandemic economy, has started to turn into wider initiatives that will have a long-lasting impact. Many enterprises in our research have expressed that ‘there is no going back’, and post-pandemic, they will need a far smarter operating model, technology stack, and data-driven business processes. At the heart of this stack, for most companies, is a hodgepodge of various versions of aging business systems, fragmented over regions and markets, that are responsible for the majority of transactions that keep the business running.

Business leaders seeking their own glory on “digital transformation” and process efficiencies have implemented a plethora of bolt-on tools around core applications over the years, including business process modeling, workflow management, document and content management engines, and of course, robotic process automation. Process intelligence tools have been the latest addition to this mix. In particular, process mining technologies that use transactional system-log data (such as from SAP) to power their analytics and machine learning models.

Why Celonis was so good for SAP customers – and will still be for some time to come

The two principal uses of process mining tools that significantly help enterprises with their SAP estates include:

1) Helping operations leaders make the most of their current ERP  and other source systems, find process bottlenecks and inefficiencies, and redesign processes such as order-to-cash and procurement

2) Helping IT teams with systems migration, such as a move to S4/HANA, where the mining technology can be used to map and monitor as-is and to-be processes, and user adoption over time.

Just with those two points, we can see why SAP’s partnerships in this space have gotten deeper in the last few years and got to a point where SAP felt the need to directly invest in a solution of its own. Hence its acquisition of Signavio.

SAP needed to partner with the likes of process intelligence leader Celonis and UiPath (which acquired ProcessGold) to keep its technology ticking, and provide its customers more process visibility and automation. Now it has the ability to define how a fully integrated BPM, workflow, process mining, and automation capability can augment its core technology, beyond what third-party platforms and a host of SAP-specific products have been able to achieve.

Weaning any client with years of experience off of their beloved Celonis to switch to an inferior product owned by SAP is not going to happen… so good luck with that folks!

When it comes to process augmentation, SAP is lightyears behind the market.  In 2018, It made a low-budget attempt to enter the Robotic Process Automation (RPA)  market with Contextor, a small little-known France-based RPA product to augment SAP Leonardo’s intelligent technologies portfolio.  Nothing has been heard of them since, with no examples of SAP playing in the process automation space.  It’s been a bust.  So if SAP can’t make head nor tail of the most base form of process automation (RPA), why does it think it can take the market by storm acquiring a product which is ranked 13th in process intelligence software:

 

Simply-put, all the hard years the Celonis founders spent driving around Germany selling the software to SAP customers in a VW Camper (yes, I actually know this!), ensured that Celonis has firmly established itself as the process mining solution of choice, necessitating several years of investment, training and change management from its loyal clients. So why on earth would these process-obsessed customers flock to use the industry's thirteenth best solution?

Why Signavio? Its collaboration hub and process simulation capabilities couldn’t be more timely for operating in the pandemic economy

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Posted in: Robotic Process AutomationIntelligent AutomationArtificial Intelligence

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UiPath will finally find its true path as IPO beckons. Now can its leadership develop some humility to embrace this incredible opportunity?

January 24, 2021 | Phil FershtElena Christopher

Having introduced RPA to the world in 2012 I have (sometimes grimly) clung to the belief that RPA will eventually find its path to be a vital cog in the enterprise technology potpourri.  Blue Prism opted for the comfort of floating on the London stock exchange less than four years later in 2016, where its founders and key stakeholders opted for a modest payday, rather than make the really bold play of floating in the Big Apple and making themselves known as the pioneer of automation software.  The other two major robotic software candidates, Automation Anywhere and UiPath then proceeded to demonstrate their beauty to the big iron software giants, which all opted to seek out cheap acquisitions to scratch their RPA itch, with SAPAppian, Microsoft, and IBM all settling for small-scale tech additions, rather than making the multi-billion dollar investments AA (Automation Anywhere) and UiPath were demanding. 

So with only $450m actually being invested in RPA acquisitions from the tech sector, the $1 billion+ UiPath has been burning through (and a not-dissimilar amount with AA) clearly indicates IPO is the only realistic path forward 

It's easy to blame Covid on many things, such as the negative impact it has had on my performance in cleaning the kitchen, but one thing has been clear:  Covid amplified situations where enterprises were struggling or doing well.  In UiPath's case,  pre-Covid they tried to force a market situation before their market was ready... all they needed was the patience to wait for their market to open up for them and keep the robotic love story emerging among its starry-eyed clients. However, during 2020 UiPath far outstripped all its competitors because it has an employee base to upsell, and it made its solutions the easiest for services firms and consultants to implement. The efforts made to push their platform into as many clients as possible pre-Covid has paid real dividends with sales cycles severely restricted to those clients who already use your software.

Step up UiPath, your time is now

UiPath’s potential IPO has been whispered about for a couple of years now, but pre-Covid, AA was widely expected to be the first to IPO. With UIPath's stellar sales performance in 2020, the race to IPO has clearly swung towards UiPath as it has considerably outpaced both AA and Blue Prism in terms of license sales, and you just can't IPO when your sales performance is flagging.

To this end, in mid-December Bloomberg reported and UiPath eventually confirmed that it filed a draft registration statement on a confidential basis with the SEC for a proposed public offering of its Class A common stock.  While the filing may be confidential, UiPath is making sure the buzz about it is anything but.  If the likes of Microsoft, Oracle, and Salesforce are failing to see the value of acquiring the firm with a very, very effective services partnership strategy and rampant installed base, then it"s time to open up to the public where there is well over $1 trillion of funds just primed for a tasty investment in a tech firm that has captured the excitement of the Global 2000.

Ultimately, IPO is the only path forward for UiPath. It has received more than a $1B in funding and its investors would like some return. And when valuation makes you a "deca-corn" it's tough to find a buyer. Public markets to the rescue. While we’ve been VERY vocal about our view that RPA is in no way transformative, there is a ton of “now” value to be reaped from helping enterprises prop up legacy for another couple of years.  Their investors have always been very clear that the “now” value of RPA is what makes it investment-worthy. And in a pandemic, clearly more so.

All the ingredients are there for UIPath to IPO and change its mindset 

Meanwhile, UiPath continues to invest in its product functionality both organically and via M&A, driving capabilities beyond core rules-only RPA to help it better grapple with unstructured data and support process intelligence. However, HFS sees zero chance of UiPath ever realizing its vision of a robot for every human (which we affectionately refer to as a thinly veiled plan for a license for every client employee) or at least not in its current incarnation which is still predominantly unattended. Microsoft, which just completed the native integration of Winautomation from its acquisition of Softomotive is tracking much more in this direction (Clippy2 anyone?) and has a massive base of desktop users to convert.  Nor is UiPath poised to become the “new ERP” as suggested in their recent 2021 predictions – largely because RPA alone, despite the upgrades, does not possess enough functionality to be the epicenter of process and workflow orchestration that sits atop existing enterprise apps.    

As for the IPO path, UiPath has been adding customers hand-over-fist, generating massive growth figures. UiPath would be successful by every measure if they could crack the customer scale code. But that’s the challenge – they won’t. RPA has an expiration date that kicks in with legacy modernization. It doesn’t scale not because it can’t but because enterprises don’t need it to. Enterprises can keep using the same 50 bot license and get what they need year on year. 

Bottom-line: @UiPath holds the attention of the RPA industry vying to become the first public multi-billion-dollar robotics platform to float on the #NASDAQ.  Now its leadership must show maturity and embrace reality. Their time is now .

While it's easy to criticize anyone in a market that is still flying by the seat of its pants, we have to give UiPath credit for outpacing all its competitors over 2020 and finding itself in pole position to IPO as early as next month.  When you consider the only other recent tech IPO was the long-established Cloud firm Rackspace, the market will welcome the market leader in robotics software and make its investors very happy after a  frustrating three years of confusing marketing, fantastical narratives, and an incredibly poor ability to win the hearts of many influential analysts.  But you know HFS, we can dish it out, and we can also take a punch or two.  But we always err on the side of reality, and the reality here is that UiPath will succeed in being the first robotics platform to IPO.  It has become the automation platform for many of the leading service providers, and while scaling has been a real challenge, UiPath is winning that battle.  The company actually refuses to talk to me or my brilliant colleague Elena Christopher these days because its leadership couldn't stomach some hard truths we dished out to them pre-Covid (and refused to spend a few minutes digesting data on 372 enterprises).  But that's OK - if you want to control all the narrative and cannot find the humility to take a few punches when you need to take them, you only need to look at other leadership disasters to see where that attitude takes you.  Huge egos and inability to listen will see anyone fail.  Creating a narrative everyone can believe in, embracing your critics and designing a strategy we call all learn to love are the keys to success beyond IPO.

So this is a time to embrace the hard-won success of Daniel Dines and his team to see RPA finally establish itself in the "work from anywhere" enterprise tech stack.  Now let's hope they can control their egos a bit better to embrace the much more lucrative industry that awaits them.

Posted in: Robotic Process AutomationIntelligent AutomationRobotic Transformation Software

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The proposed Atos-DXC takeover is papering over some very deep cracks from a bygone era

January 10, 2021 | Phil FershtTom Reuner

The IT services market has arrived at its most critical infection point in 20 years, where the role of service providers that survive the Covid era will be those that have made the shift from support firm (Phase 1) to a business partner (Phase 2).  We've talked about this services shift ever since Tom Reuner and I were young analysts.  And we're not very young anymore.  Especially Dr. Reuner.  

So why on earth is Atos bidding to make some wild takeover of DXC?  Let's understand the burning platform driving this

When the first major tranche of IT support deals evolved to a heavy dependence on India as a delivery location to exploit lower-cost labor at scale, made possible by the original Internet revolution. In the early days of the offshore era, the more ambitious traditional IT services firms, at the time, developed their own global delivery models with the goal of staying relevant, in the face of emerging competition from the "Indian Pure Plays" (as they were known in those days).

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Posted in: Business Process Outsourcing (BPO)Cloud ComputingIT Outsourcing / IT Services

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OneOffice is all about anticipating customer needs before they even know what they are...

January 09, 2021 | Phil Fersht

OneOffice is all about putting the customer front and center by having end-to-end processes automated in the cloud enabling great AI to help you make winning decisions...

Posted in: Absolutely Meaningless ComedyDigital OneOffice

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Introducing the Tech Stack to power Native Automation, Data and Process Design: The OneOffice Platform

December 30, 2020 | Phil FershtElena ChristopherTom Reuner

Posted in: Business Process Outsourcing (BPO)IT Outsourcing / IT ServicesDigital OneOffice

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He's got the Cloud in his soul... his name is Joel

December 28, 2020 | Phil Fersht

Joel Martin heads for the Cloud with HFS to lead the Cloud strategies practice

It's funny when you meet these people across all corners of the globe during your career and you get that feeling that you'll cross paths again in the future.

I first met Joel in 2002 when I was a Bio-IT analyst (yeah, I actually did that) in Australia working for IDC and Joel was running the PC tracker for the ANZ region.

Fast forward 19 years and Joel, and after his 10-year IDC stint, a couple of cyber-security and research startups; and a product marketing stint at Microsoft, got in touch about something that had nothing to do with the role for leading our new Cloud Practice was being advertised...   I even asked him if he knew anyone when I thought "Hang on Joel, what are you doing these says...".

To cut a long story short, Joel is now our first permanent Canadian employee, based in tropical Ottowa, with 2 daughters, (tries to) play guitar, and has mastered Bar B Qing at -20C. He has lived and worked all over the world and somehow still ended up in Ottowa.  But that's OK because we now officially have HFS Canada!  He is also leading HFS' new Cloud Practice to help the big pivot into the virtual work-anywhere world.
 

Phil Fersht, HFS: Before we get to all the work stuff, Joel, can you share a little bit about yourself….your background, what gets you up in the morning?

Joel Martin, Vice President Cloud Strategies, HFS:  Great question Phil, thanks for asking. 

About me, well, I like to think that I am a classic overachiever. I have built a career from a humble beginning to one that has allowed me to live, work, and experience cultures and peers in Europe, Asia, Australia, and North America. I love immersing myself in a new culture, have been fortunate to lead operations, sales, and research teams across the world, and thoroughly enjoy the customers I have engaged in finding new revenue opportunities. 

I grew up in a small town in the United States, proud son of a Red Cross executive. As such, I got involved in community service from an early age, which continues to be important to me. Travel is something that I also grew up with, as early in my life, we lived in Germany and then across the U.S. 

While at university, I built a partnership between the University in Leipzig and Houston, leading to my joining an international student-led program based out of New York City. This allowed me to travel extensively in Eastern Europe in the early and mid-90s, and honestly, I haven't looked back. I started my technology career in Prague, Czech Republic, with IDC in 1997 and moved to Australia in 1999 and Toronto in 2004. Building a career in research, consulting, and practice leadership. Then I moved to Microsoft, where I was product marketing lead for the ERP business for Canada. In fact, I was part of the initial plans to move that product to the Cloud. After that, I was recruited by TechInsights, an Ottawa based Intellectual Property firm, to lead global marketing and product management. During this stint, I was part of the executive team that sold the business to a Private Equity firm and was retained to build exit strategies for different business lines. 

During this time, both the company and the business I led went through significant digital transformation, taking our products and systems to the Cloud. This was a major undertaking as we fundamentally changed our financial, operations, HR, and customer-facing tools and experiences. That was 2015-2016, hard to believe nearly 5 years have passed. 

Over the most recent 3 years, I ran workshops, managed client engagements, and wrote blueprints on building better supply chain relationships. I also supported a new program that focused on the impact of emotional connections between users that the software tools they use. Our hypothesis was that it is essential to look beyond the capabilities and features and understand what emotions drive satisfaction—a crucial component for marketing, sales, and buyer synergies. 

Now I am excited to join HfS! As you and I worked together in the early 2000s in Sydney, while our paths diverged, we've found ourselves working together again. 

As for what gets me up in the morning, I am an early riser, so after that first coffee cup, I like to explore problems with a fresh perspective. You know, before the in-box and to-do list from your boss dulls your creativity.  

You've had a very global analyst career spanning several countries and continents... can you share some of your experiences over the years... what would you do all over again, and what would you definitely avoid?

When I look back at the crazy times of hitchhiking between meetings in Eastern Europe in the 90s to negotiating with a crooked cabbie in the middle of the night on a highway in China about the fare, there are undoubtedly many memories. And many things I would AND WOULD NOT do again! 

The most important thing I always found while working abroad was being willing to listen. Not just to the customer or executive in the meeting, but to the colleagues, cabbies, and folks you meet while spending time in their country. Understanding another's views based on their experiences, society, and culture has allowed me to apply my experiences in ways that have built more successful outcomes. In my experience, we often rush into conversations with our opinions and should take more time to listen. 

So I do my best to avoid talking until asked. Instead, encourage the sharing of experiences, challenges, and opportunities. By making this investment, together, we can then build a prosperous relationship. Without doing so, it can be hard to establish the trust needed to collaborate equally and fruitfully. 

How did you end up back in research after spending time with Microsoft?  

My career's second decade was on the supply side of the market. At Microsoft and TechInsights, I succeeded in developing products, managed partner programs, and delivering on go-to-market strategies. Something I'd advised on in my first decade at IDC, but with little

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Posted in: Cloud ComputingIT Outsourcing / IT ServicesOutsourcing Heros

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HFS Vision 2025 is here: The New Dawn to become a OneOffice Organization

December 07, 2020 | Phil FershtReetika FlemingMelissa O'BrienTom ReunerSaurabh GuptaElena ChristopherSarah Little

Posted in: Digital OneOffice

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And here's an hour of my life I thoroughly enjoyed. I hope you to do... with Cognizant CEO Brian Humphries.

December 01, 2020 | Phil FershtSteve DunkerleySarah Little

Posted in: IT Outsourcing / IT ServicesDigital OneOfficeCloud and Business Platforms

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Infosys can save the UK from Economic Fossilization. Here's how

November 30, 2020 | Phil Fersht

In today's world of constant fake news it was refreshing to get some real news that literally made me choke on my 57th microwaved frozen chicken jalfrezi of the year.  The fact that this real news emanated from the Daily Mail (the UK equivalent of the New York Post or Air India's in-flight magazine) was an indicator of how bad today's media has become.  Also, the fact that my head of marketing actually reads the Daily Mail gives me serious concerns for our 2021 marketing strategy... 

Anyway, let's get to the point.  Our Chancellor of the Exchequer (CFO for you corporate types), "Dishy" Rishi Sunak is married to the daughter one of India's IT industry's founding godfathers, none other than Akshata Murthy, daughter of Narayana Murthy, the man who created Infosys.  Like that happened and no one's noticed until someone at the Daily Mail discovered this... and they wed in 2009.

The UK is in a mess so bloody big we need to redefine "mess"

If a depression-driven Covid catastrophe wasn't bad enough, the mother country is going into a catatonic depression so bad, it may lead to an economic fossilization (that is my term for something worse than a depression) when we throw a no-deal Brexit into the mix... due end of 2020.

Anyone observing the thrilling performance of the Indian-heritage service providers this year will observe how the leaders have somehow kept the IT outsourcing industry actually growing a little bit, despite a predicted 8-10% nosedive that analysts many predicted.  And this owes a huge amount to its standout performer of 2020, Infosys, which has chugged along signing megadeals and reinforcing its commitment to the cloud at a time when enterprises are desperate for a partner to help them pivot at breakneck speed into the cloud model.

Anyway, as a disillusioned British born analyst (and global citizen) I suddenly see hope...

I have a lot more faith in these entrepreneurs from Bangalore than the current old-boys network running Her Majesty's economy into the ground.  I always knew Rishi was the only smart one in there, and now we have the evidence.

So... now good old Infosys has no choice butto bail us out as they married into... the UK!  

I am sure they will appreciate some free advice on the governance team that can drag us quickly out of our current predicament, so here's an initial strawman architecture:

UK Prime Minister:  Ravi Kumar S.  No one spins it better than old Ravi... all he has to do is bulldoze our media with pics of his new baby girl all over twitter and have us guessing forever on the mysterious "S"...

Chancellor:  Pravin "UB" Rao... this man can keep a ship sailing through any storm.  This current crisis stuff is child's play compared to rogue CEO's in private jets and dodgy Israeli automation purchases..

Head of the UK Coronavirus Task Force:  Vishal Sikka... time to dust off the former CEO to convince the UK public that we needn't worry about Covid as "AI will provide the answer" (after showing up 30 minutes late to every briefing).

Brexit Secretary:  Salil Parekh... who better to carve us out of the EU than the king of the carve-out deal himself?  He'll even do the deal on the golfcourse showing the rest of Europe how it's done.

Head of Cybercrime:  Mohit Joshi... who better to arm our cyber-defenses than the man who can iron-wall any bank still running on Cobol mainframes?  Easy, just move all our sensitive data onto Finacle and the Russians and Chinese will go crazy trying to figure out what the hell we just did...

Vaccine Distribution Czar:  Radhakrishnan "Radha" Anantha... who better to command the British vaccination process than InfosysBPM kingpin Radha himself, who will ensure everyone needs to "calm down and just focus on the outcomes".  If things get a bit dicey, he will take questions from his kitchen where we'll be far more interested in what on earth his kids are sneaking out of the fridge while he's too busy talking to us...

But what about Rishi himself?

Oh, he's far too smart for us.  Can't you get him to take over from that Modi guy?  Rishi makes money appear from magic, you know?

Posted in: Outsourcing HerosPolicy and Regulations

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The Agile Gabriel calls the leaders who'll take you into the Cloud faster

November 17, 2020 | Phil FershtMartin Gabriel

Today's environment is based on rapid decisions to move processes and apps into the cloud as fast as possible to keep companies functioning in a remote-working economy.  That means it's all-hands-on-deck to use all available resources to make this happen as cost-effectively as possible.  The principles of agile development have never been as important.

Cloud computing is basically the Internet being used as the system for delivering processes, software, data, and other services.  Being ‘agile’ means being able to use all resources as and when required. It also means not having to use them when not being used, and not pay for them. So how can we expect today's service providers adopt agile development to help our enterprises make the leap to the cloud as effectively and rapidly as they can? Let's ask HFS analyst Martin Gabriel who led the recent Top 10 report in Agile Development Services:

(Click to Enlarge)

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Martin - why has agile become so talked about in the recent past?  Hasn’t this been around for ages?

Yes, that is very much true. In a nutshell, due to the following reasons, it took center stage – a) Because of the agile success rate in software development space, and b) the traction in organizational agility. It has proved that agile methodology enhances productivity and alpha,

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Posted in: Cloud ComputingIT Outsourcing / IT ServicesDigital OneOffice

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So what's coming coming next folks? Stay tuned right here as the fogs clears for the New Dawn...

November 14, 2020 | Phil Fersht

Posted in: Digital OneOffice

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Chatting to Vinnie Mirchandani on how the IT and business services industry has coped with a pandemic

November 09, 2020 | Phil Fersht

One of my oldest blogging sparring partners is the gnostic Vinnie Mirchandani of Deal Architect fame.  We caught up a few days ago to talk about the impact of Covid on the services and outsourcing industry, how to lead through these challenging times, and how to embrace the faster, cheaper, more competitive tenets of digital to exploit these market conditions:

Posted in: Business Process Outsourcing (BPO)IT Outsourcing / IT Services

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Meet Sudhir Singh... the Coforge King

October 19, 2020 | Phil FershtSarah LittleSia Ravari

Watching the rise of the mid-tier services providers - especially in the midst of a pandemic - has been nothing short of impressive.  Firms that got written off a few years ago because "only the top tier only got to the table"... are now at that table.  In fact, I could name several who broke protocol to become sought after partners with reputations for going way above the standard service and regular win engagements against the juggernauts.  Just read our post about the surge in growth for mid-tier IT service providers.

With 50% growth in the last three years, Coforge – formerly known as NIIT Technologies – is no exception here. In the midst of a $600M platform and (in spite of) a global pandemic, they hit the refresh button with a new name that aligned with their identity.  Changing one's name is a brave move, but when your British clients have called you "Nit" for a couple of decades and you have a supercool CEO who plays field hockey and racketball, you just gotta do it...

Within 3 years, CEO Sudhir Singh has led Coforge has taken this firm well past the $500m barrier, so let's get the story behind the strategy, the rebrand, and how the Coforge King sees the industry unraveling...

Phil Fersht, CEO and Chief Analyst, HFS Research: Thank you Sudhir for taking the time today to speak with us. You have recently gone through a rebranding and I would like to find out why Coforge and you decided on a name change, particularly in these economically uncertain times. And a little bit about how you have fared since you have taken over the role... 

Sudhir Singh, CEO and Executive Director, Coforge: Very good to be speaking with you Phil. We spoke about the name change around February when we met in Mumbai. This was an exercise that we were very excited about because all of us had this gut feeling that we are not going to be getting too many opportunities in our careers to rename a $600 million platform. This was a

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Posted in: IT Outsourcing / IT ServicesOutsourcing Heros

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After Groundhog Day... what happens next?

October 18, 2020 | Phil Fersht
When the fog clears in the coming weeks, we're faced with rebuilding workforces, rethinking failed political ideals,  revamping education and healthcare systems,  re-energizing ourselves, our families, our attitudes towards diversity, our own health, how we work… and so much more.  While we are all weary of living a real-life Groundhog Day, we have to stay focused, motivated, healthy and prepared to be ready for a new era that is approaching.   Surely this will represent the biggest reset in modern history.
 
There is no place to hide anymore. We are the dawn of a Hyperconnected Economy with the advent of connected global talent and the infinite possibilities of processes and data running in the cloud. The HFS 2025 Vision represents the north star for bold enterprises who want to design their organizations to thrive in this new era and not meet a painful, boring, and irrelevant death.

Watch the replay of this HFS Live purely unfiltered, unsponsored real talk with real industry leaders to help us unravel the emerging landscape:
 
Host:
 
Phil Fersht, CEO and Chief Analyst, HFS
 
Guests:
 
Traci Gusher, Leader AI and Enterprise Innovation KPMG
Chirag Mehta, Product Leader Google Cloud
Jesus Mantas, Chief Strategy Officer GBS, IBM
Malcolm Frank, President of Digital Business, Cognizant
Mike Small, CEO Americas,Sitel
 
 
 

Posted in: Cloud ComputingDigital OneOffice

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There is nowhere to hide in the Pandemic Economy

September 20, 2020 | Phil Fersht

Posted in: None

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As the industry churns Tom Reuner returns

September 13, 2020 | Phil Fersht

There aren't many more exciting professions to be in these days than the analyst industry... you're right at the heart of all the key industry stakeholders absorbing a level of disruption, volatility and confusion we'll likely never experience again (we hope).  When everyone is stuck at home fretting about their futures, what better to do than talk to analysts plying their trade unraveling the current scenarios?

As an analyst firm, we need analysts who thrive in this scenario, with the experience and foresight to help us define our Vision2025, who understand this technology convergence of the hybrid cloud and containerization with data and digital technologies, all made possible by automation, AI, digital workers and - most importantly - people.  So when my old friend, colleague, and fellow Tottenham sufferer Dr Thomas Reuner agreed to return to the HFS family after a two-year sojourn in the AI software world, we knew we had the right person to lead our tech services vision...

Tom - so why did you choose to come back to the analyst community?  What really makes you get up in the morning?

Funny that you ask that, Phil. I am definitely not a morning person. If anything, I am intolerable in the morning, just ask my long-suffering lovely wife. On a more serious note, what drives me (professionally) is to understand technology evolution and how it helps organizations to advance their delivery of services. I get a real kick when I see in meetings and projects that I can help clients to better understand the dynamics of the market and achieve their strategic objectives. Working with the brilliant folks at arago has helped me to gain a more nuanced understanding of all the issues around AI, but also to appreciate more the many challenges and opportunities that innovative startups face. As such, I hope I have gleaned a much more rounded view of the industry. But deep down I always had an inkling that I would return to the analyst fold at some point. When you guys came knocking at my door that point came perhaps earlier than I expected, but being an analyst has always been my passion, so I didn’t have to think too long to make up my mind.

It must have been quite the experience working for an AI software provider during the hype-overload phase and then to experience the sobering reality of COVID where the rules of the game went out of the window.  Can you share what you learned from it all?

arago is a unique organization, both in terms of a highly differentiated technology but equally culturally. Working with one of the best development teams in AI has given me a much better comprehension of where the development of AI is really at. Not surprisingly, there is a fascinating life beyond just Machine Learning and Chatbots. However, on the negative flipside, being at the cusp of innovation that can’t be squeezed into pigeonholes provides significant challenges in engaging with the broader market. All too often we were asked “how are you different from RPA?”, “how are you different from Machine Learning?” And even where we made progress in discussions, we often got “show us the magic” as if the automation platform was a smartphone that can transform processes in a similar way to manipulating pictures.

The sobering reality of COVID was intriguing in many respects. On the one hand, the notion of a Digital Workforce took on a completely new quality as companies never really envisaged that employees literally couldn’t get to work. Thus, arago’s end-to-end automation became a have-to-have as you tend to call it. On the other hand, arago was at the forefront of providing a technology solution to trace COVID that would be interoperable between many countries. It was a rollercoaster ride starting with a groundswell of positivity as everybody wanted to engage with us but culminating in informal pressures and fickle politicians derailing much of the brilliant work my colleagues had done. I suppose much had to do with the various COVID apps being seen as a key to getting access to healthcare systems and consequently contracts. What saddened me about this journey is that the arago team worked pro bono on all of this and our CEO Chris Boos worked tirelessly day and night trying to get the project off the ground while engaging with the public about the implications and merits of the approach. To witness the headwinds and some of the public discussions on all of this makes one only more cynical. If anything, the experience has reinforced for me the importance of not losing sight of informal dynamics when analyzing the industry.

So where next for intelligent automation?  Will we see the phoenix rising from the ashes?  We talk a lot about the "have-to-have" economy at HFS... how much of this is really a have-to-have? 

I have fond memories of the early days of Intelligent Automation. It was a small community and we all had no clear idea of where the development would be heading. At least for me, the context was always about how do we progress to end-to-end automation and how can we decouple routine services delivery from labor arbitrage. To help clients on their digital journey, collapsing the many siloes was top of the agenda. Yet, the current hype around RPA appears to be confining the goals more and more to task automation and employee productivity. And in my view, the discussions on “Hyperautomation” are not helping either because they are re-enforcing an RPA-centric view of the world.

Therefore, we should re-focus the discussions back to the outcomes we had in mind at the outset, take a more holistic view and focus on how we finally can scale deployments. If we succeed with that you could argue we would see a phoenix rising from the ashes, but I am not holding my breath. The breath-taking valuations for some of the RPA providers are masking many of those discussions. At the same time, the blurriness as to what constitutes AI is adding to the confusion.

As with the discussion on COVID, Intelligent Automation and a Digital Workforce should be have-to-haves to guarantee business continuity in these pandemic times where organizations have to plan for the unknown. But talking to clients they increasingly realize the limitations of RPA and that we need new approaches to really succeed with a Digital Workforce. It is here where I see HFS continuing to be the leading authority of guiding the market.

And how much will enterprises depend on services to make their have-to-haves happen for them?  As you scope your research agenda across the tech services domain what areas are you going to cover that will help HFS clients and readers?

You always give me the easy tasks (laughs). Services remain, or more precisely, build the cornerstone in most organizations as they are accelerating the journey towards the OneOffice (or call it truly digital organizations) and are trying to find ways to survive these pandemics times. But crucially, success is about the outcome, not the technology itself. As such, the research agenda will be aligned with the various HFS frameworks, the OneOffice being the most relevant one. With that in mind, it is about how best to orchestrate and configure cloud offerings as the market is shifting from multi-cloud to hybrid-cloud. Crucially, this includes change agents such as RPA and AI as legacy environments have to work together with all those innovations. As we are touching on the change agents, of course, Intelligent Automation and AI will remain close to my heart, but I hope I will bring new insights to the discussions having benefitted from working with the brilliant folks at arago. In the context of applications, we are likely to expand our coverage on distributed agile. What are the best practices to make it work in complex engagements, including outsourced engagements? Similarly, looking at our coverage on testing, I could imagine focussing more on the testing of innovation, especially around the big change agents. I hope you can see, Phil, that this is more about aligning our research to our sweet spots rather than reinventing the wheel. But as I have the privilege of working with a hugely talented team, I am sure we will be able to move the goalposts at least a bit.

Now you're officially an analyst veteran (hehe), what do you see next for the analyst industry?  Are we still going to get the same old vendor grids and turgid vendor-driven messaging, or will we finally see a change in how the industry consumes research and engages with analysts? 

Thanks for reminding me that time is flying, Phil. If I am honest, I am seeing at best a marginal change in how the industry deals with the wondrous world of analysts. Too many AR folks spend the majority of their time dealing with Magic Quadrants, notwithstanding any other grids or activities. We have seen more consolidation of analyst firms, yet we haven’t really seen new firms with new ideas breaking through. There are many wonderful analysts out there, but if you look at the industry, I would argue it has gone a tad stale. Smart AR folks reacting to that by working more with individual analysts. Take some stalwarts like Gurvinder Sahni at Wipro, he is building deep relationships but then orchestrates those relationships according to his requirements. And if I take my experience on the vendor side, which represented more innovative startups, I was struggling to get relevant advice. The guidance was often templated and you were encouraged to engage with ten other analysts to glean relevant insights. My “favorite” piece of advice, was: “Tom, you have to reinvent RPA for your space”. But I would love to see new firms emerging as this is the most challenging but also the most intriguing time to be an analyst.

And finally, Tom, what will you do to set your own research apart as we venture into this murky future ahead?

To be honest, the quality of my research will always be in the eye of the beholder. But I would hope by leveraging HFS’s vast network of buy-side organizations and by continuing to build deep relationships with stakeholders, I can provide value to my clients. It was always the collaboration with some of those outstanding industry veterans that has helped to shape frameworks like the Intelligent Automation Continuum. Folks like Boris Krumrey at UiPath and Wayne McQuoid at Credit Suisse are top of the tree. By exchanging ideas, challenges, and working together on projects, the most relevant research pieces have come up. You keep challenging me to revamp the Continuum and revamp our IT Services research. To do that I really look forward to engaging with many of the brilliant folks in our network!!

Well it's terrific to have you back in the HFS family Tom and looking forward to hearing your new ideas

Posted in: IT Outsourcing / IT ServicesDigital OneOfficeIT Infrastructure

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