Explore IT market in the Nordic Region that is poised to grow at a CAGR of 2.58% to 2018

Covered in this Report
The IT market in Nordic Region is segmented into three parts- IT Services, Hardware, and Software. The IT market in Nordic Region is also segmented on the basis of services which include IT outsourcing services, project-based services, and support and deploy services.

TechNavio’s report, the IT market in Nordic Region 2014-2018, has been prepared based on an in-depth market analysis with inputs from industry experts. The report covers in detail the key leading vendors in the market and a quick understanding of other prominent vendors operating in this market. It also gives insight into the market forecast in key regions and identifies leading countries for the market.

Get detailed report at: http://www.reportsandintelligence.com/it-in-the-nordic-region-2014-2018-market

Key Vendors
• Accenture
• Capgemini
• HP

Other Prominent Vendors
• CGI Group
• Computer Sciences
• Connecta
• Digia Oyi
• Evry
• Logica
• Microsoft
• Tieto Oyi

Key Questions Answered in this Report
• What will the market size be in 2018 and what will the growth rate be?
• What are the key market trends?
• What is driving this market?
• What are the challenges to market growth?
• Who are the key vendors in this market space?
• What are the market opportunities and threats faced by the key vendors?
• What are the strengths and weaknesses of the key vendors?

Table Of Contents

01. Executive Summary
02. List of Abbreviations
03. Scope of the Report
03.1 Market Overview
03.2 Product Offerings
04. Market Research Methodology
04.1 Market Research Process
04.2 Research Methodology
05. Introduction
06. Market Landscape
06.1 Market Overview
06.2 Market Size and Forecast
06.3 Five Forces Analysis
07. Market Segmentation by Application
07.1 IT Market in Nordic Region by Products
07.2 Hardware Market in Nordic Region
07.2.1 Market Size and Forecast
07.3 Software Market in Nordic Region

View full TOC at: http://www.reportsandintelligence.com/it-in-the-nordic-region-2014-2018-market/table-of-contents

WhaTech Channel: IT Market Research Reports

Submitted by Sachin Bhandare WhaTech ProNews from: Reports & Intelligence – Competitive Analysis

Explore IT market in the Nordic Region that is poised to grow at a CAGR of 2.58% to 2018

HIT Outsourcing To Explode In 2015

The trend of outsourcing health IT is expected to grow through this year and beyond into 2019.

Health IT Outcomes reported last month one particular type of health IT – revenue cycle management (RCM) – was being outsourced as a way for providers to relieve pressure on their staff. Experts estimated the market for RCM outsourcing could reach $10 billion by 2016.

Now, a second report affirms the earlier one, noting RCM outsourcing about to become a booming business. Researchers fromReportstack say cost effectiveness is the number one motivator for providers to turn to outsourcing.

“Healthcare providers have begun subscribing to IT outsourcing services to deliver improved patient care services and to maximize staff efficiency,” says the market brief. “IT outsourcing also reduces operational and maintenance costs and enables healthcare providers to focus on core business areas and deal with the complexities of patient care more efficiently. They usually outsource applications such as operational services, financial services, database management services, and infrastructure-related services.”

According to Health IT Analytics, outsourcing of health IT is expected to grow at a compound annual growth rate (CAGR) of 8.60 percent between 2014 and 2019. Outsourcing is expected to increase as third party vendors (for example Dell, Hewlett-Packard, Accenture, and IBM) take interest in this trend.

Fierce Health IT points out this follows the prediction that by 2020, 80 percent of data will pass through the cloud. The adoption of cloud-based services is one of the report’s top predictions for trends in the coming years.


Aticle By Katie Wike in http://www.healthitoutcomes.com/

Renegotiating Outsourcing Contracts: What Works and Why

As outsourcing decision-makers gird for another year of engaging with IT and BPO suppliers, it is a good time to reflect on what has worked well over the past twelve months and what could be improved. This is as true for outsourcing contracts as it is for everything else in our lives.

The transition from one year to the next is a good time for companies to ask themselves whether their outsourcing relationships remain fit for purpose and whether they are getting the best value for money from their suppliers. If the answers to these questions are negative, then perhaps it is time to renegotiate the contract.

This article considers the reasons parties renegotiate, and best practices for preparing for and conducting a renegotiation.

Reasons to renegotiate

Parties will usually renegotiate coming up to contract expiry. However, there are various reasons why a customer might want to renegotiate mid-term as well. These include:

  • Dissatisfaction with the service provided
  • Technology issues
  • Poor relationship management
  • Financial reasons
  • Business change

Read more at: Renegotiating Outsourcing Contracts By Caroline Doherty de Novoa

Virgin Atlantic Airways outsources digital transformation to Tata Consultancy Services

Virgin Atlantic Airways (VAA) outsourced IT to Indian services giant Tata Consultancy Services (TCS) as the UK airline introduces a raft of digital services for customers.

The long-term contract will see TCS set up a private cloud for the airline and it will provide infrastructure as a service (IaaS), user computing services and application support.

Read more at: Virgin Atlantic Airways outsources digital transformation to Tata Consultancy Services by Karl Flinders


The Underlying Opportunities in LATAM’s Dynamic Outsourcing Market

Many enterprises tend to view Latin America as a complementary outsourcing locale, particularly in cases where specific services portfolio areas require stronger U.S. cultural alignment and language support.
For example, many organizations recognize the growing importance of native language Spanish support for North America and are looking for lower cost global support for languages such as Italian, German, Portuguese, and even Japanese in Brazil, Peru and Argentina. Proximity and time zone alignment are also still strong benefits for choosing nearshore Latin American outsourcing locations.
Strong Regional Growth
Latin America has experienced significant growth in its delivery of IT applications maintenance and engineering outsourcing services. However, while World Trade Organization data shows an impressive 120% growth in South and Central America’s computer and information services exports over the past five years, the region’s outsourcing service delivery is still relatively small in comparison to India.
That said, many Latin American outsourcing operators are actually major Indian companies. Most leading Tier-I Indian providers have multiple service delivery centers throughout Central and Latin America using local resources and leveraging the same optimized delivery processes and tools as those used in India and throughout other traditional global outsourcing locations. One of the ways they, like local operators, are able to gain competitive advantage while mitigating labor and cost risks is by establishing service delivery centers in emerging countries and Tier-II cities.
This type of strategy also exploits significant Latin American business incentives and favorable tax treatments in addition to leveraging local low cost resources with capabilities that truly complement Indian, other Asia, and Eastern European-based services while helping mitigate cultural vulnerabilities. When matured, this model enables Indian providers to deliver improved culturally- and language-enhanced services at a high level without geographic limitations. Such an approach is well proven, having been successfully executed in the Philippines as well as in Eastern European geographies.

Rad more at: The Underlying Opportunities in LATAM’s Dynamic Outsourcing Market By Craig Wright, Principal, Pace Harmon

United Airlines Considers Outsourcing Jobs At 28 U.S. Airports

(Reuters) – United Airlines is assessing whether to outsource jobs at airports around the country in a cost-cutting effort that could impact some 2,000 workers.

The Chicago-based carrier informed employees Monday that jobs up for review included baggage handlers and gate and customer service agents at 28 airports that are not hubs, ranging from Atlanta to Anchorage. It has yet to make any decisions.

The potential outsourcing marks another step the carrier could take to help meet the goal it laid out in 2013 to cut costs by $2 billion annually. United said in an investor update Friday that it expects 2014 unit costs to increase up to 1.4 percent year-over-year, excluding fuel and other special charges.

The outsourcing review comes on top of plans announced in July to outsource more than 630 jobs.

“We need to ensure that our costs are competitive,” company spokesman Luke Punzenberger said.

United likely has faced pressure from Delta Air Lines , which has kept costs low because many of its workers lack union representation, according to a source familiar with the situation.

It was unclear how much United could save through outsourcing.

Most of the jobs under review are held by workers who were employed before April 2006, whose union contracts prevent them from being furloughed, the source said.

If United decides to proceed with outsourcing, it would have to offer these workers a job elsewhere in the company, although employees could decline, according to the source.

The International Association of Machinists and Aerospace Workers, which represents those potentially affected by the review, learned several months ago that the carrier had asked contractors to submit proposals to perform ground handling work at several stations, union official Rich Delaney said in a bulletin posted on the union’s website over the weekend.

Now that United has notified the IAM officially of its review, it will enter negotiation with the union to see how it could retain workers within the airline. The Wall Street Journal reported that the union plans to meet with United on Tuesday.

Shares of parent company United Continental Holdings Inc rose about 0.89 percent to close at $65.92 on Monday.

(Reporting by Jeffrey Dastin; Editing by Leslie Adler)

Read it at: http://www.businessinsider.com/r-united-airlines-considers-outsourcing-jobs-at-28-us-airports-2015-1#ixzz3P07hzw3p

Cloud computing and privacy series: legal issues related to sensitive

This sixth and final article of our cloud computing and privacy series (links to our previous articles below) discusses the legal issues related to the processing of sensitive data and the hosting of health data in a cloud environment.
Directive 95/46/EC (the “Data Protection Directive”) provides for a special regime applicable to so-called ‘sensitive data’. The rationale behind a reinforced legal regime is based on the presumption that the misuse of such category of data “could have more severe consequences on the individual’s fundamental rights”. For instance, the misuse of health data “may be irreversible and have long-term consequences for the individual as well as his social environment”(1).
Considering that cloud computing services and infrastructures are increasingly being used to store and process personal data of such sensitive nature, the present article examines how the processing of sensitive data, and in particular health data, is regulated in the EU as well as in certain Key Member States(2). Although this article addresses the issues of electronic health records, it does not examine the specific issues relating to non-privacy requirements such as provided under criminal law, medical ethics or health legislations or on patients’ rights.
The concept of sensitive (health) data in the EU
Pursuant to Article 8 of the Data Protection Directive, sensitive data concerns “personal data revealing racial or ethnic origin, political opinions, religious or philosophical beliefs, trade-union membership, and (…) data concerning health or sex life”.
As highlighted by the Article 29 Working Party (the “Working Party”) in its Advice Paper on special categories of data (“sensitive data”) of 4 April 2011, Article 8 of the Data Protection Directive has been implemented in similar ways across the EU. However, there are some differences, notably with respect to the categories of sensitive data.
All national data protection legislations in the Key Member States include the data listed under Article 8 of the Data Protection Directive. Some Member States have, however, included additional types of data. For instance, when focusing on health data, we note that the Czech Data Protection Act explicitly includes in the legal definition of sensitive data genetic and biometric data. Similarly, the Polish Data Protection Act includes genetic code, as well as addictions. Also, a few countries explicitly provide for a more detailed list, such as the United Kingdom which refers for instance to “physical and mental health”.
The Working Party admits that health data represents the most complex area of sensitive data and that it displays a great deal of legal uncertainty. Consequently, the proposition to create new categories of sensitive data has emerged. This notably includes the idea of adding genetic and biometric data, but also data of minors or on individuals’ geo-location. As a result of the problems relating to certain categories of sensitive data, and in particular health data, in the national implementation of the Data Protection Directive, the Working Party has encouraged a revision of the current system.

Read more at: Cloud computing and privacy series: legal issues related to sensitive by Bird & Bird

The Hidden Dangers of Short-Term Outsourcing Deals

Think it’s easy to get out of a short deal when you want to switch outsourcing providers? Think again. Exits from short deals can be costly, time-consuming and disruptive.

In today’s dynamic business and technology environment, companies have embraced the flexibility that comes with shorter term IT outsourcing deals. And at a time when niche specialty providers continue to proliferate, outsourcing customers may assume that it’s relatively easy to get into — and out of — these smaller IT services deals.

However, exits from short-term IT outsourcing contracts can be costly, time-consuming and disruptive to the business, warns Paul Roy, business and technology sourcing partner at law firm Mayer Brown.

“Customers may assume they can move the service to a different provider or back in-house, which gives them ample leverage to negotiate extensions if needed,” says Roy. “They may also assume that they do not need longer-term protections since they can update their agreements on renegotiation.”

While either of those might be true in some instances, that shouldn’t be a chance companies are willing to take with potentially complex or mission-critical technology service. “In those instances, the customer is more likely to be dependent on its ability to negotiate extension terms,” Roy says. “As lawyers well know, necessity seldom makes a good bargain.”

Identifying and qualifying replacement providers (or creating an in-house alternative), negotiating new terms, and transitioning the services will require a significant amount of time and money. And the more customized or complex the service being replaced, the greater the risk during switchover. And the more critical the service being provided, the lower a company’s tolerance for potential disruption.

“The risk comes from potential for error at the time a replacement provider takes over the service,” says Roy. “This cost and risk have less to do with the size of the deal and more with the complexity or customization of the services and whether they are mission critical.” It could be cost and risk-prohibitive, for example, to jump from short-term deal to short-term deal in supporting a treasury system that integrated with a company’s customers and serves as an end-to-end solution.

Read more at: CIO-The Hidden Dangers of Short-Term Outsourcing Deals By Stephanie Overby

Outsourcing contracts: Foundations for success

Most business and IT leaders learned to negotiate with outsourcers 15 or 20 years ago, when the virtual corporation was seen as the organization to emulate. Although virtual organizations have faded, they provided valuable lessons regarding how to structure outsourcing contracts. Unfortunately, those lessons are being lost. Over the last few years, I have encountered multiple organizations making “first-time buyer” mistakes when negotiating with outsourcers.

During outsourcing contract negotiations, remember the basic tenets:

  • Begin with asking why.
  • Be thorough.
  • Build your own financial model.
  • Anticipate the future.
  • Get a prenup.
  • Get promises in writing.
  • Acknowledge that the outsourcer is not your BFF.
  • Implement a negotiation strategy.

Read more at: Computerworld- Outsourcing contracts: Foundations for success By Bart Perkins


Health IT outsourcing poised for growth in 2015, beyond

The market for IT outsourcing in healthcare and life sciences is expected increase at an 8.6 percent compound annual growth rate through 2019, with the adoption of cloud-based services among the major trends, according to global research firm TechNavio.
Organizations might be outsourcing just a few applications or their whole IT operations, relying on managed services to eliminate the need for an in-house IT staff. IT outsourcing helps healthcare providers to deploy business applications rapidly and focus on their core business.
Hospitals and clinics, which have difficulty keeping with up myriad changing government regulations, tend to outsource applications related to operations, finance, database management and infrastructure, according to the report. This outsourcing helps to reduce operational and maintenance costs

Read more at: Health IT outsourcing poised for growth in 2015, beyond