1. technology and computing

Thriving In The As-a-Service Economy
Enterprise Mobility Services Blueprint
Excerpt for NTT Data
A Maturing Buyer’s Market As Distinctions Across Service Providers Abate
April 2015
Ned May
SVP Research, Digital Transformation Services & Solutions
[email protected]
Table of Contents
TOPIC
PAGE
Executive Summary
3
Market Overview
7
Research Methodology
17
Service Provider Profile
26
About the Author
28
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Executive Summary
Key Highlights in Enterprise Mobility Services
 Market matured rapidly in 2014. HfS estimates roughly only one quarter of the Global 2000 remain in the first stage
of Mobility today – what we described last year as the App Dev stage. The majority (~65%) are now in the Integration
phase with only one in 10 having made it to the Transformation stage. This means that while UI /UX design is still
important so too are system integration skills. As a result, we saw a respective shift in the relative positioning of
service providers given their core strengths in this regard.
 Every service provider moved up in terms of execution and innovation and the gap between them shrank. The shift
in weighting towards integration meant fewer distinctions could be drawn in the performance of the global enterprise
mobility service providers. True differentiators became harder to find as the core skills demanded around integration
are widely held by all within this field.
 Scale indirectly became a differentiator much to our chagrin. While HfS downplays size as a ranking criteria within
our Blueprints, it creeped back into this one as the maturing market favoured those with broadest scale. Quite simply,
critical mass is needed to operate effectively across all aspects of mobility – from UX design and App Development
through Integration, Security, and all wrapped with deep vertical industry expertise.
 Focus emerged as an import trait. While the largest service providers tended to capture a spot in the Winner’s Circle,
HfS witnessed some of the largest gains in position among those who bring a focused approach to their mobility
efforts be it in the realm of a particular industry or technology skill set such as testing or security. HfS anticipates this
trend will continue as the market moves rapidly along to one that is not just about scale but about focus as well.
 IoT showed signs of becoming the next battleground. The notion that a mobile app rollout will create some sort of
sustainable advantage has come and gone. That reality led to a focus on execution this year. However, HfS now sees
signs that IoT will emerge as the next battle ground for innovation – even if any leadership driven by this will again be
short lived.
 Looming giants are impacting the edges of the market. If size matters, few bring it like Google, Apple, Microsoft, and
Amazon and each of these continue to make plays into the space. As the market matures further, look for these
players to commoditize aspects of it in unique ways. e.g. Could Apple’s partnership with IBM be a Trojan Horse?
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Key Highlights in Enterprise Mobility Services (Cont’d)

App Factories became the norm. For those enterprises needing to push out a regular stream of mobile applications,
the industrialization of development took hold as App Factories. Savvy service providers addressed this by helping
enterprises build, run and govern them or at the very least provided staff augmentation to help them scale up and
down.

JIT training used to address the growing skills gap. With the rapid pace of change across technologies and
development models, ramping up internal staff to embrace a new technology is replacing hiring as the best means to
keep up with demand. This is favouring those organizations with sophisticated and well honed training academies
already in place.

Cross platform development tools are increasingly robust. While it used to be a complicated challenge to address
the disparate needs of iOS and Android platforms, it is getting increasingly easier to do so with the growing
sophistication of development tools.

Testing rose in prominence alongside the expectations that an App will work well right “out of the box”. As end
user expectations rose, so too did the demands on application development. This led to a big push among many
service providers to offer third party testing – separate from their own development efforts, and we saw Testing-asa-Service emerge as a prominent delivery model to address natural fluctuations in demand.

Blueprint Winner’s Circle. IBM, Accenture, TCS, Cognizant, Capgemini and Infosys occupy the Winner’s Circle in
Enterprise Mobility Services as each has the scale to drives innovation across their respective target markets via their
deep industry expertise coupled with refined technical execution.

Blueprint High Performers. Symphony Teleca, EPAM, HP, HCL, Tieto, Atos, Tech Mahindra, and NTT Data are this
year’s High Performers and bring a mix of focused scale allowing them to bring robust innovation coupled with
strong execution across the markets they target and serve.
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Enterprise Mobility Services Trends Compared to 2014
Comparatively Moving Up






Deeper integration of mobile apps with legacy systems
“App Factories” as development model
Testing-as-a-Service
Extending mobility to include Internet of Things (IoT)
Cloud supported delivery
Embedding analytics as part a mobility play
Here to Stay
 Co-innovation centers
 UI / UX teams in house and on-staff
 Security
Comparatively Moving Down
 Belief that a mobile app can be a differentiator
 Boutiques and Agencies as application developers
 One off development projects not deploying repeatable IP
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Market Overview
Enterprise Mobility Services – Why This Blueprint Today
As HfS anticipated, Digital Transformation became a
unifying market for IT service providers in 2014 and
within it Enterprise Mobility Services emerged as a
key battleground. We now expect this heightened
activity to continue as much work remains in
mobilizing key processes and enabling new customer
channels. Further, as the uptake around Wearables
and the Internet-of-things begins to spread, we
expect another round of heightened innovation to
drive even more activity by the start of next year.
This report examines the current state of Enterprise
Mobility and represents HfS’ second undertaking to
rate IT Service Providers serving the market. It
expands our coverage to include analysis and profiles
of 23 service providers active in the market, 9 of
which were not covered in last year’s report as our
coverage shifted to the largest global IT services
providers and away from a more diverse set of market
participants.
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The Four Horsemen of of Digital Disruption
Social:
Communal
Mobility:
Ubiquitous
Analytics:
Enlightened
Cloud:
Accessible
…creating Business Revolution
Enterprise Mobility – Multiple Layers of Meaning & Needs
Definitions of Enterprise Mobility often include a
wide area of activity across the enterprise such as:
Our HfS research practice for Enterprise Mobility
Services is focused primarily on the Enterprise
Apps area of activity although we also look at the
overlaps that occur across the services specific to
devices and networks as third party service
providers build and enable the mobile enterprise
as well as governance and security.
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Networks
Enterprise
Apps
Governance
Devices
Security
1. The provisioning of networks;
2. The management of devices and;
3. The creation and deployment of internal and
externally directed interfaces and standalone
apps. Enterprise mobility also includes the
security and governance layers required to
support these three core areas of activity.
Enterprise Mobility Services Defined
 For this HfS Blueprint Report, we define Enterprise Mobility Services as engagements where
a service provider is helping to extend an existing enterprise process onto a mobile device or
creating an entirely new process via such a device. These processes may be internally
focused such as an HR portal or externally focused such as a customer engagement model.
 Core offerings from service providers can include:
•
•
•
•
•
•
Strategy (Innovation workshops, Roadmaps, Technology selection, etc.)
Design (e.g. UX / UI Design and Business Process Improvement)
Development (e.g. Application Development, Maintenance & Testing)
Integration (e.g. System Integration)
Managed or Outsourced Services (e.g. MDM, and Support)
Proprietary Platforms
 It includes solutions such as BYOD and security when these are bundled with a broader
Mobility engagement but it does not include the standalone provisioning of these services
nor of wireless network capacity. Neither does it include an engagement where the mobile
element is not called out separately but is merely one of many user interfaces created unless
a stated outcome of this is explicitly to mobilize a group of stakeholders.
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Enterprise Mobility Services Stack
Mobile Strategy
Mobile Design (UX / UI)
Mobile
Strategy
Mobile Integration
Mobile
Integration
Mobile
Development
Mobile
Mobile
Platforms
Mobile
Design (UI /
UX)
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Development
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Enterprise Mobility – 3 Stages of Adoption
Mobile
Commerce
Mobile
CRM
Front
Office
Mobile HR
Redefined
process
Back
Office
Mobile BI
1.Discrete Apps
2. Integration
3. Transformation
As HfS highlighted last year, enterprises generally progress through three phases of
mobile adoption not unlike that of the web. As HfS also pointed out, the pace of
progression is typically more rapid for mobility. What was unanticipated, however,
was how fast this would occur in 2014 when a widespread shift to the realm of
integration occurred across the majority of the Global 2000.
• Stage 1: Discrete Apps. Discrete apps created within silos that enable some
core function such as customer engagement or field support. Often initiated
outside of IT department in areas like Marketing and Sales.
A minority (25%) still here
• Stage 2: Integration. Disparate activities need to be rationalized across the
enterprise with cohesive approach to integration and governance.
Characterized by re-emergence of IT department control
The majority (65%) now here
• Stage 3: Transformation. Radical change brought to an underlying business
process by leveraging new ways to harvest and interact with information.
Tomorrow’s leaders
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Enterprise Mobility’s 3 Stages Require Different Skills
Business
Process
Mobile
Commerce
Mobile
CRM
Front
Office
Mobile HR
Back
Office
Redefined
process
Mobile BI
1. Discrete Apps
2. Integration
3. Transformation
As HfS highlighted last year, each stage of adoption favors certain skills and in turn certain services providers.
That means the fairly dramatic shift in the core market demand has shifted the relative rating of the service
providers as well. That said, with the shift in focus to global service providers this year, the field narrowed as
each had core strengths in this regard.
KEY REQUIREMENTS:
1. Discrete Apps: User experience and user interface design critical and a bit less so is the ability to scale.
2. Integration: Deep technology implementation skills a requisite and less emphasis at times on design.
3. Transformation: Business process and vertical industry insight is the starting point but all of capabilities of
design and integration will be at play.
Managed services / outsourcing continues to be an option for delivery across each phase and we saw, for
example, the rise of Testing-as-a-Services and App Factories in 2014.
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Enterprise Mobility Services –
How To Select a Service Provider
ASSESS YOUR MOBILITY READINESS
Enterprise buyers are advised to carefully match the
service provider’s skills with the need. Deep SAP
integration or snazzy UX / UI skills do not typically
reside under the same roof. Make sure you identify
what is most important for your project not what
catches your attention first.
MATCH NEEDS WITH
A SERVICE PROVIDER’S STRENGTH
Stage 3:
Transform
Note, though, that capabilities differ significantly
across verticals and regions and even within each so
be sure to take analysis to the appropriate level
before shortlisting a service provider for your RFP.
Stage 1:
Discrete
Apps
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Stage 2:
Integrate
Key Buyer / Service Provider Recommendations
Once you have settled on a service provider, here are additional steps to take to ensure
success:

Align billing practices with desired outcome. Recurring fees are not the right fit for transformative project
yet we regularly hear of service providers setting up this payment scheme. While doing so might keep the
bookkeepers happy, it is also likely to alienate the enterprise buyer on the other side of the deal as it
keeps the relationship focused on short-term gains rather than strategic goals.

Align contract terms with project expectations. Having a process in place to scope, vet and sign multiyear
engagements does not work well when you are signing 3 to 6 months deals. Logic suggests you should not
have the same approval in place for a $50,000 deal as you do for a multimillion dollar one – yet this is the
case with many service providers and enterprises today.

Be forward thinking. Make sure your project team as well as their project team keeps one foot in today
(delivering value) and one in tomorrow (driving innovation). Mobility engagements offers short quick wins
but they need to be carried out in the context and understanding of a greater opportunity for change. Too
much focus on today will never get you to where you need to go.

Take the extra step to clarify requirements and specs at every stage. Doing so will ultimately save time.
Operating in an agile fashion – whether formal or not - opens up the risks that developers assert control
when they should remain order takers. If that happens, the paths they go down can create long term
delays so to avoid this be explicit and clear around requirements and expectations at every stage.
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Enterprise Mobility Services Outlook
Key Trends to Watch Out For in H2 2015 and 2016

“Transformation” likely to slowly gain ground. Just as we saw “Integration” rise above “Discrete Apps” as
the number one focus of enterprise buyers within Mobility today, we expect “Transformation” to rise in
importance over the coming year. However, the shift will be slower and more subtle. While that might
provide comfort to some, it may actually make for a more challenging environment as steady change can
go unnoticed until suddenly the shift has become profound.

Testing-as-a-Service becomes de facto approach. Enterprises are targeting a broader and broader list of
operating systems with their mobile efforts as cross platform development tools continues to improve.
This has created significant demands on testing. In response we have seen a few innovators roll out
testing-as-a-service offerings that allows an enterprise buyer to easily spin up and down consumption
based on demand. Throw in a bit of automation and some crowdsourcing and we expect testing to
become a commodity market in short order.

Apps-as-a-Service begins to take root. With the adoption of testing-as-a-service and the emergence of
sophisticated cloud-based cross platform development tools, the ingredients for Mobile Apps-as-a-Service
are falling into place. Couple this with maturity around governance and pricing and we will be looking for
the App Factory model to migrate into App-as-a-Services model in 2016.

“Digital” continues to subsume “Mobility” (and Analytics and Cloud). The trend to encapsulate the once
disparate offerings delivered under Analytics, Cloud, Social and Mobility will continue to gather steam in
2015 and beyond as “Digital” gets recognized as more than the latest buzz but the unifying theme that
serves a larger purpose of allowing a mix of enabling technologies to be delivered more effectively. This is
more than an issue of semantics as it will begin to redefine how business challenges are thought of and
approached.
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Research Methodology
Research Methodology
Data Summary
Participating Service Providers
 For this effort we gathered nearly 1,000 data points
covering 23 enterprise mobility service providers.
 Data was collected in Q4 of 2014 and Q1 of 2015,
covering buyers, service providers, and advisors /
influencers of these services. If undisclosed, HfS
estimated service provider revenue for Mobility
Services and how it is split across consumer (B2C),
employee (B2E) and business (B2B) facing apps.
This Report Is Based On:
 Tales from the Trenches: Interviews with buyers who
have evaluated service providers and experienced
their services. Some are supplied by service
providers, but many are interviewed through
interviews conducted with HfS Executive Council
members and participants in our extensive market
research.
 Sell-Side Executive Briefings: Structured discussions
with service providers were intended to collect data
necessary to evaluate their offerings, structure, and
strategy along the lines of innovation and execution.
 Publicly Available Information: Financial data,
Participants were selected as the leading service providers
of Enterprise Mobility Services around the globe. As such,
the report compares and contrasts the best of the best in
mobility today and every service provider covered is
capable of meeting an enterprise buyers broad needs.
website information, presentations given by senior
executives, and other marketing collateral.
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Key Factors Driving the HfS Blueprint
EVALUATION CRITERIA
CRITERIA WEIGHTING
Two major factors:
Criteria are weighed by crowdsourcing
weightings from the four groups that
matter most:
• Enterprise Buyers
• Service Providers
• HfS Research Analysts Team
• Advisors, Consultants, and Industry
Stakeholders
• Execution represents service providers’
ability to deliver services. It includes:
– Solutions in the Real World
– Quality of Customer Relationships
– Flexibility
• Innovation represents service providers’
ability to improve services. It includes:
– Strength of Vision for Enterprise
Mobility Services
– Future Alignment with Changing
Market
– Ability to Go Beyond “Stage 1”
Mobility
© 2015 HfS Research Ltd. - Distribution Rights for NTT Data #20150029
Significant changes between 2014 and 2015
• Execution is up / Innovation down (slightly)
• Pricing rose in importance
• UX / UI skills came down off their high
• Acquisitions rose as an important criteria
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HfS Enterprise Mobility Blueprint Scoring Percentage
Breakdown
EXECUTION
52.3%
Quality of Customer Relationships
Quality of Account Management Team
How Service Providers Engage Customers and Develop Communities
How Service Providers Incorporate Customer Feedback
Real-World Delivery Solutions
Portfolio Alignment with Market Needs
Partnership Ecosystem
7.4%
1.9%
2.7%
2.8%
33.7%
9.3%
8.1%
Existing Market Understanding Around Industry and Process
Proprietary Delivery Models
11.2%
3.2%
Standard Delivery Methods
Flexible Pricing Models to Meet Customer Needs
1.9%
11.2%
INNOVATION
47.7%
Future Alignment with Changing Market
Future Portfolio Planning
Skills Acquisition
Continuous Improvement Methodology and Capability
15.6%
6.2%
7.1%
2.3%
Strength of vision for Enterprise Mobility Services
8.1%
Ability to Go Beyond Stage 1 Mobility
24.0%
Creation of Proprietary Frameworks for Analyzing Needs
4.3%
Innovation Skills on UX / UI
6.2%
Beyond ”Device" Activity
Core Technology Depth
7.2%
6.3%
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Execution Definitions
EXECUTION
How well does the service provider execute on it's contractual agreement and how well does
the service provider manage the client/provider relationship?
Quality of Customer Relationships
How engaged are service providers in managing the client relationship based on the following metrics:
quality of account management, service provider / client engagement, and incorporation of feedback?
Quality of Account Management Team
What is the quality level of professional skills in the account management team?
How Service Providers Engage Customers
and Develop Communities
How well does the service provider engage clients and develop client communities?
How Service Providers Incorporate
Customer Feedback
How have service providers taken feedback and incorporated that feedback into their offerings?
Real-World Delivery Solutions
Does the solution provided compare favorably to peers with regard to value creation through current
offerings, partnerships, subject matter expertise, and delivery models?
Portfolio Alignment with Market Needs
What is the service provider’s current portfolio of services across its respective segments and what are the
ways clients receive value?
Partnership Ecosystem
What if any current partnerships does the service provider have across mobility and does it work with
agencies, other consultants, software and / or network providers? If so, who and how?
Existing Market Understanding Around
Industry and Process
What specific skills sets or competencies does the service provide bring that is tailored to unique needs of
offerings for a particular industry or process?
Proprietary Delivery Models
What if any proprietary software platforms and process structures has the service provider created to
deliver these services?
Standard Delivery Methods
What if any standard software tools and business platforms does the service provider utilized to deliver
these services?
Flexible Pricing Models to Meet Customer Needs
© 2015 HfS Research Ltd. - Distribution Rights for NTT Data #20150029
How flexible are service providers when determining pricing of contracts? Have they aligned these terms
with the unique demands around Mobility projects?
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Innovation Definitions
INNOVATION
Innovation is the combination of improving both services and business outcomes.
Future Alignment with Changing Market
How future looking is the service provider in terms of aligning itself – both in skills and offerings – with
the evolving market demand? Is it keeping pace, a fast follower, or leading the way?
Future Portfolio Planning
How does the service provider anticipate its portfolio of offerings will change in the next 12 months and
how well is it communicating those changes?
Skills Acquisition
Has the provide made recent acquisitions in the mobility services space that have changed or extended its
vision and capabilities into new emerging areas? Does it utilize other methods for new staying abreast of
skills such as training academies?
Continuous Improvement Methodology
and Capability
How well does the service provider execute on improving its operational process and capabilities around
its solutions?
Strength of Vision for Enterprise Mobility
Does the service provider have a strong vision for services across enterprise mobility?
Ability to Go Beyond Stage 1 Mobility
How well have service providers integrated innovative new approaches and emerging skills and
technologies into their services? Does it also bring the core technology platform to assist an enterprise
deploy the next level of mobility solutions?
Creation of Proprietary Frameworks For
Analyzing Needs
What if any proprietary frameworks does the service provider utilize to analyze the underlying business
need?
Innovation Skills on UX / UI
Does the service provider have a dedicated team or skill development around innovating user experience
design? If so, how large a center and what activities are or have been underway?
Beyond "Device" Thinking
Does the service provider have any IoT specific offerings? If so, what are the nature of these and how far
advanced is it in building this area out?
Core Technology Depth
What offerings does the service provider have regarding BYOD, security, as well as middleware?
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Winner’s Circle and High Performers Methodology
To distinguish service providers that have gone above and beyond within a particular line of delivery,
HfS awards these service providers a “Winner’s Circle” or “High Performer” designation. The below
provides a brief description of the general characteristics of each designation:
WINNER'S CIRCLE:
Organizations that
demonstrate excellence
in both execution and
innovation.
HIGH PERFORMERS:
Organizations that
demonstrate strong
capabilities in both
execution and innovation
but are lacking in an
innovative vision or
execution against their
vision.
• From an execution perspective, service providers have developed strong
relationships with clients, execute services beyond the scope of hitting
green lights, and are highly flexible when meeting clients’ needs.
• From an innovation perspective, service providers have a strong vision,
concrete plans to invest in future capabilities, a healthy cross-section of vertical
capabilities, and have illustrated a strong ability to leverage external drivers to
increase value for their clients.
• From an execution perspective, service providers execute some of the following
areas with excellence, but not all areas: high performers have developed
worthwhile relationships with clients, execute their services and hit all of
the green lights, and are very flexible when meeting clients’ needs.
• From an innovation perspective, service providers typically execute some of the
following areas with excellence, but not all areas: have a vision and
demonstrated plans to invest in future capabilities, have experience delivering
services over multiple vertical capabilities, and have illustrated a good ability to
leverage external drivers to increase value for their clients.
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Major Service Provider Dynamics – Highlights
EXECUTION
INNOVATION
• Accenture, Capgemini, Cognizant, IBM, and Wipro all
cited for their industry depth
- Clients stressed the need for a deep understanding of
their underlying business issues to help them be more
effective over time and Accenture, Capgemini,
Cognizant, IBM and Wipro all had the most satisfied
clients for this category.
• IBM, Cognizant and EPAM are aggressive acquirers as they
build out Mobility skills and tech
- These service providers are actively gathering talent and
technology by acquiring emerging service providers that
lead in a particular niche. In a hyper competitive field, it is
a sure fire way for large companies to stay ahead.
• HCL, HP, Infosys, NTT Data, and TCS bring the most
flexibility in mobility services pricing.
- Pricing is an important parameter for enterprise
mobility services and clients valued the approaches
taken by these service providers to match pricing
models to mobility development’s new demands.
• Accenture, IBM, and Infosys lead in partnerships.
- In the complex realm of emerging mobile technology,
partnerships are viewed as a critical way to deliver
effectively and efficiently and these three providers
were all cited for working effectively with their
technology partners.
• IBM, EPAM, Accenture, CI&T, and TCS all cited for their UI /
UX design capabilities.
- Though we saw a decrease in the relative importance of
UX / UI within the overall rating criteria, it remains a key
element and these service providers were all scored high
by enterprise buyers in this regard.
• Tech Mahindra, CSC, Atos, NIIT and Wipro rated highly
around IoT
- Enterprise buyers indicated they are beginning to think
beyond simple mobile devices as they look out toward
future plans and collectively they rated these five service
providers as particularly strong in working with the
Internet of Things.
• Atos, iGate, NTT Data, Unisys, and Virtusa all lauded for
their testing capabilities.
- Testing is emerging as a key battle ground as the
market matures and enterprise buyers look show less
and less tolerance for lapses in quality.
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Enterprise Mobility Blueprint Service Provider Matrix
Winner’s Circle
INNOVATION
High Performers
EXECUTION
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Service Provider Profile
NTT DATA
Deep resources and strong project management skills makes
it a good choice for complex integration efforts.
High Performer
2014 Mobility Revenue / Growth:
HfS Est.: $190M (1% / 50% exc. Japan)
Relative Strength Across Stages
of Mobility Adoption
Stage 3:
Transform
Stage 1:
Discrete
Apps
Strengths
Challenges
• Cited by clients as having strong project management teams that do
not nickel and dime every change order but rather delivery under
the spirit of the original deal.
• Very acquisitive as an overall enterprise which means it is regularly
refreshing its talent base and overall energy.
• As a leading service provider to Japanese Telecom market it
maintains a very big R&D focus in mobility and makes it a leading
innovator.
• Buyers see a willingness to be innovative around pricing models to
structure deals that are win-win in mobility.
• Deep legacy expertise and robust partnerships in the B2Employee
space with SAP and Oracle make it a very good choice.
• Able to deliver best in class of security design and architecture if it’s
required.
• Seen as being a bit too literal at times as clients cited the need to
make sure their underlying intent is very clear before embarking too
far down a development path.
• As an aggressive acquirer, the enterprise struggles a bit to integrate
all its disparate parts around the globe and this leads to confusion
around capabilities as overlap and gaps exist region to region.
• It remains dominated by its Japanese business, while the efforts to
increase its global footprint are definitely progressing.
Stage 2:
Integrate
Client Industry Verticals
Focus on Key Verticals:
• Financial Services & Insurance (includes
Banking)
• Commercial (retail, manufacturing,
automotive)
• Public Sector
• Healthcare
Revenue Mix:
• 25% B2B
• 75% B2C
Key Clients
Global Operations
Targets the midmarket to large enterprises
Clients Include:
• Banking and financial services in all the
regions
• Global automotive group
• Large telecom companies
• Global travel company
• International transport company
• Major airline
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Mobility Headcount:
• ~1,500 FTEs
Key Delivery Locations:
• China
• India
• Canada
• Romania
• Italy
• Brazil
Acquisitions:
• Optimal (2013, SAP)
• everis (2014, Spanish speaking region)
• EBS (2013, Romania)
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Technology Offered
Proprietary Platforms & Software:
• DyMoRa, MERMaides, BizMonolis, nREAP,
MoRe, iLIbrary, VT-Docs, M-Ticketing,
SocialSync Relation
Key Partnerships:
• SAP, Oracle, HP Exstream, SalesForce.com,
AirWatch, Mobile Iron, AppAround, Good
Technologies, Verivo
About the Author
Ned May
Senior Vice President, HfS Research
Overview
• Ned’s remit at HfS is to develop cutting edge research focused on the business impact of
emerging technologies across the full spectrum of IT services. His coverage areas include
digital transformation with a focus around cloud computing, enterprise mobility, and analytics.
- As a senior adviser to IT and business executives, Ned combines a love of long term
thinking with a strong appreciation for excellence in execution.
- Over his nearly 20 year career, he has helped hundreds of clients navigate and capitalize
on changing landscapes and led diverse research teams while launching and running new
products often aimed at directly cannibalizing existing offerings.
- He is an acknowledged industry advisor, strategist, author, and speaker.
[email protected]
Previous Experience
• Vice President and Practice Leader, Outsell Inc. Authored groundbreaking studies on the
impact of emerging technologies, the evolution of business information, and the new
opportunities presented by mobile interfaces. Oversaw the development of an interactive
online benchmarking tool serving executives.
• Program Manager, IDC. Ran the Worldwide IT Services research program and covered the
largest global players during the emergence of offshore outsourcing and utility computing.
Was also responsible for the creation of the Worldwide Quarterly Services Tracker – a
successful product which continues to this day.
Education
• MBA, summa cum laude, from Babson College
• BA from Bowdoin College with a double major in Economics and Government
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About HfS Research
HfS Research is the leading analyst authority and global network for IT and business services, with a specific focus on global
business services, digital transformation, and outsourcing. HfS serves the research, governance, and services strategy needs
of business operations and IT leaders across finance, supply chain, human resources, marketing, and core industry functions.
The firm provides insightful and meaningful analyst coverage of best business practices and innovations that impact
successful business outcomes, such as the digital transformation of operations, cloud-based business platforms, services
talent development strategies, process automation and outsourcing, mobility, analytics, and social collaboration. HfS applies
its acclaimed Blueprint Methodology to evaluate the performance of service and technology in terms of innovating and
executing against those business outcomes.
HfS educates and facilitates discussions among the world's largest knowledge community of enterprise services professionals,
currently comprising 150,000 subscribers and members. HfS Research facilitates the HfS Sourcing Executive Council, the
acclaimed elite group of sourcing practitioners from leading organizations that meets bi-annually to share the future direction
of the global services industry and to discuss the future enterprise operations framework. HfS provides sourcing executive
council members with the HfS Governance Academy and Certification Program to help its clients improve the governance of
their global business services and vendor relationships.
In 2010 and 2011, HfS Research's Founder and CEO, Phil Fersht, was named “Analyst of the Year” by the International Institute
of Analyst Relations (IIAR), the premier body of analyst-facing professionals, and achieved the distinctive award of being voted
the research analyst industry's Most Innovative Analyst Firm in 2012.
In 2013, HfS was named first in rising influence among leading analyst firms, according to the 2013 Analyst Value Survey, and
second out of the 44 leading industry analyst firms in the 2013 Analyst Value Index.
Now in its seventh year of publication, HfS Research’s acclaimed blog “Horses for Sources” is widely recognized as the most
widely read and revered destination for unfettered collective insight, research, and open debate about sourcing industry
issues and developments. Horses for Sources today receives over a million web visits a year.
To learn more about HfS Research, please email [email protected].
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