Market Guide for Enterprise Business Process Analysis

EBPA helps enterprise architecture and technology innovation leaders transform and improve business performance and outcomes, through business and process modeling. This research describes the market, identifies use cases, and highlights some key vendors and their fit with common use scenarios.

Read the report : Market Guide for Enterprise Business Process Analysis

HfS Webinar: State of Business Operations 2017

The webinar will share the key findings of the State of Business Operations survey by HfS Research in conjunction with KPMG with 829 enterprise buyers, service providers, and advisor/consultants.

The outsourcing and shared services market has been in a seemingly endless state of flux for as long as HfS Research has existed – with the current market more confused than ever before, organizations struggling to cope with competing priorities, and confusion on the requisite timing and methods to best exploit new(ish) technologies such as process automation and evolving service delivery models.

Attend and learn:

  • Changes to organizational operating and service delivery models
  • The investments and directives driving operational change
  • The use of shared services, outsourcing, global business services, and the impact of automation and offshoring on these service delivery models
  • The maturity of business operating models linked to the use of alternative service delivery models and emerging technologies
  • Adoption levels, challenges, and opportunities related to process and cognitive automation
  • The effectiveness of outsourcing, above and beyond delivering cost savings, and impact on service provider selection
  • Stakeholders’ current view on service providers and future expectations
  • Organizational and operational talent challenges, shortages, and solutions, including automation


  • Phil Fersht – CEO & Chief Analyst, HfS Research
  • Jamie Snowdon – Executive Vice President, Research Operations, HfS Research
  • Dave Brown – Global Lead, Shared Services & Outsourcing Advisory, KPMG
  • Stan Lepeak – Director & Head, Research & Thought Leadership, Global Management Consulting, KPMG

Source: Webinar: State of Business Operations 2017

Robotic Process Automation Market Key Players

Market Highlights

Global Robotic Process Automation Market is growing rapidly. High development in the field of technology, need of efficiency and automation in industry, changing government norms towards the manual operation works in the industry are some of the key drivers for the market of robotic process automation.

The Robotic Process Automation is a key component of business process management and has proven exponentially beneficial to the companies. Easy learning and flexibility of changing the tasks of robots of process is the key feature which is helping in the wide adoption of RPA. Once the RPA is trained and is molded into the desired work environment, it has been seen that the RPA has performed tremendously.

The global RPA market is expected to grow at USD ~7 billion by the end of year 2022 with ~57% of CAGR.

Taste the market data and market information presented through more than 30 market data tables and figures spread over 110 numbers of pages of the project report. Avail the in-depth table of content TOC & market synopsis onThe Robotic Process Automation Market Research Report -Forecast to 2022

Major Key Players

  • Automation Anywhere (France)
  • Blue Prism (U.K.)
  • OpenSpan (U.S.)
  • Celaton (U.S.)
  • Exilant (India)
  • OpenConnect Systems Incorporated (U.S.)
  • Verint Systems (U.S.)
  • Cognizant (U.S.)
  • Infosys Limited (India)
  • Atos Corporation (France)

Intended Audience

  • Technology Providers
  • Robots Manufacturing Companies
  • Software distributors
  • Software developing companies
  • Banking Industry
  • Research Institutes


The Global market of RPA is segmented on the basis of Organization Size and Industries. By organization size, the market has been segmented into SMEs and large enterprises where by industries the market consist deep study of segments- BFSI, Manufacturing, IT and Retail among others.

Market Research Analysis:

MRFR analysis shows that North America is dominating the market of RPA in the year 2016. High development in the IT industry and growing banking sector is driving the market in North America. Also, presence of developed countries in this region gives North America a competitive advantage over other countries. Europe is expected to stand as second biggest market due to the growing automotive and Healthcare industry in Germany and Italy. Asia-Pacific is expected to emerge as fastest growing market as China, South Korea and Japan are few of the biggest manufacturing driven economies. High demand of consumer electronic products in this region is also pushing the manufacturers to adopt RPA in the process.

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Source: Process Automation Market Key Players

Global Application Lifecycle Management Market


The market study covers the present scenario and growth prospects of the global application lifecycle management market for 2017-2021. The report also lists cloud-based ALM and on-premises ALM as the two major segments based on deployment models. The cloud-based ALM segment accounted for 58% of the market in 2016.

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Technavio’s sample reports are free of charge and contain multiple sections of the report including the market size and forecast, drivers, challenges, trends, and more.

Technavio ICT analysts highlight the following three market drivers that are contributing to the growth of the global ALM market:

  • Use of ALM provides improved cost saving
  • ALM drives productivity and quicker time to market
  • ALM helps focus on real-time decision-making

Use of ALM provides improved cost saving

ALM helps organizations reduce costs and provide on time services to markets. It also enables the centralized management of project portfolios. Centralization allows organizations to enhance the decision-making process and thereby improve the performance of the organization, eliminate duplication of effort, reduce operating costs, and maintain multiple data centers.

These services also help organizations increase their savings, as it gives the IT managers and chief information officers (CIOs) visibility of application cost and associated support that is required to get back the expected ROI.

According to Amit Sharma, a lead analyst at Technavio for enterprise application research, “ALM makes it possible to track developments in various projects at a rapid pace, which enhances the processing speed and response time. The service can also facilitate rapid identification of issues, which helps organizations avoid redundant or poor IT investments.”

ALM drives productivity and quicker time to market

ALM helps organizations to achieve higher productivity by providing end-to-end performance report. ALM helps speed up the development and test cycles, which helps in quicker time to market. The functions in organizations are fully automated and streamlined when ALM software package is used, resulting in rapid designing, delivering, and deploying of the software.

“Furthermore, ALM helps to centralize the management, attain real-time visibility into the application delivery process, and implement consistent workflows and processes across the application lifecycle, thereby reducing the duplication of effort between projects,” says Amit.

ALM helps focus on real-time decision-making

ALM helps monitor business application management services. It provides flexible, integrated, and real-time decision-makingsupport for those in the top management, which, in turn, helps to improve responsiveness across an organization. Diverse elements of multinational environments, such as language, currency, and accounting standards, are covered in a single application management service.

The service provides for better analysis and planning capabilities. It enables comprehensive and integrated management of related businesses and corresponding data. This integration allows the complete deployment of various kinds of decision-making support systems and project management functions.

Source: Application Lifecycle Management Market

Gartner Positions Infosys as a ‘Leader’ in Magic Quadrant for Oracle Application Services

Infosys (NYSE: INFY), a global leader in consulting, technology, outsourcing and next-generation services today announced that Gartner, Inc. has positioned Infosys as a ‘Leader’ in its Magic Quadrant for Oracle Application Services in Europe, the Middle East and Africa (EMEA) and North America.

The report evaluated 16 vendors in EMEA and 20 in North America for the full-life cycle of Oracle application services, spanning project-based implementations and multiyear application management services (AMS). Gartner analysts evaluated service providers for their ability to deliver a comprehensive set of implementation and management services across the Oracle portfolio of products for EMEA and North American clients. Infosys was positioned highest for its ability to execute in EMEA.

An Oracle Cloud Elite partner, Infosys drives innovation and new opportunities for its clients with next-gen digital technologies so they can achieve higher efficiencies and increased customer engagement.


Ravi Kumar, President and Deputy Chief Operating Officer, Infosys

“We believe that being identified as a Leader in Gartner’s Magic Quadrant validates our core strength of delivering value to our customers leveraging our IP and the best-of-breed technology solutions, and our commitment to developing a comprehensive set of Oracle application management services across the Oracle product line. Infosys works closely with Oracle to rethink and redesign application services by incorporating innovation and agility. We are gratified to see Gartner’s recognition of our leading work in this critical area.”


Gartner’s Magic Quadrant for Oracle Application Service Providers, EMEA

Gartner’s Magic Quadrant for Oracle Application Service Providers, North America

Source: Positions Infosys as a ‘Leader’ in Magic Quadrant for Oracle Application Services

The State of Outsourcing and Operations 2017, Part 2

The Global Business Services Evolution: Centralization and automation up, outsourcing and offshoring down

As organizations struggle to keep up with the disruptive shifts of digital transformation, service delivery models are evolving fast toward centralization and greater use of automation, according to the HfS/KPMG 2017 State of Outsourcing and Operations.

While there is growth across the board in all types of service delivery models, the study found that there is a drive toward full Global Business Services (GBS) and a spectrum-wide move away from decentralized models. For example, 11% of organizations are already operating under a GBS structure, while 20% are moving in that direction with a global shared services/outsourcing model. Only 16% of organizations are functioning under a fully decentralized structure.

“Companies are clearly re-examining the ways they go to market with their delivery models, because they must,” says KPMG’s Stan Lepeak, Head, Market Research at KPMG Global Management Consulting —disruptive technology is having such a significant impact on the front, middle and back offices. Organizations realize they need to start functioning with a “One Office” operating model, which hones in on the needs and experiences of the customer central to the entire business operation, while old barriers between corporate operations and functions are eroded and the constraints of legacy IT are limited. With “One Office” operating models such as GBS, organizations can begin to integrate not just the processes but also technology and data sets.

This transformation is seen by nearly all — a whopping 98% — of CEOs, who are beginning to use automation as a complete set of non-sequential levers that all integrate with one another. “That’s the new norm,” says Lepeak. “As things change so quickly, companies can’t afford the time to have fragmented operating models — it’s encouraging to hear that GBS-established organizations are taking a look at expanding their portfolio of services toward digital solutions that are very focused on the customer.”

Employment transformation is a big part of making the shift to GBS or other centralized operating models happen, as the nature of work — not necessarily the number of jobs — changes. “There are training requirements just to replace the shortages that are happening today, let alone new jobs that are being created,” Lepeak adds. “Our GBS-mature clients are focusing on making sure the entire back office is transformed in terms of interacting with external partners such as third-party service providers, and internally with groups across the major function of finance, IT, sourcing and procurement, and human resources..”

Robotics process automation (RPA) will shift the look of GBS operations

GBS is on the cusp of a major leap toward integrated service delivery models, with lower-value services outsourced and an increasing focus on analytical, judgment and expert services. “In over 300 GBS maturity assessments we’ve done for clients, it’s clear that getting really good at GBS is hard — especially if you have complicated, global, diverse underlying IT systems,” says Lepeak. “We see many organizations make some early progress towards greater GBS maturity but then often hit a wall.

Robotics process automation (RPA), he explains, is a great opportunity for firms to move toward GBS maturity — so they don’t have to have as many locations, for example. “This is going to be key and ultimately change what GBS operations look like,” he says.

This automation disruption and evolution toward integrated GBS has also accelerated, adds Lepeak, so that the journey to a centralized operating model is quicker than it has ever been — which requires a 360-degree view of the entire operating model environment. “Organizations cannot afford to view this in isolation and simply look to apply technological disruptors to the current environment,” he says. “They do need to look holistically at the entire picture because the pace will continue to change, and once they have implemented something, they will have to change again.”

The changing use of outsourcing and offshoring

Two years ago, the State of Outsourcing and Operations study found that clients were increasing investments in offshore use for outsourcing — Finance & Accounting was poised to rise 22%, for example, while HR was predicted to rise by 13% and IT/network infrastructure support by 23%. Today, however, there is a much flatter outlook in all of those areas. Finance & Accounting, in fact is predicted to decrease by 4% and HR by 3%. There were similar results in offshore use for shared services.

The reason for the decline? According to KPMG’s Dave Brown, Global Lead, Shared Service & Outsourcing Advisory, it is because the hype of RPA and cognitive is dying down — as the reality of it increases. “People who invested over the past two years in a proof of concept are now deploying RPA solutions, mostly on the business process side such as finance, accounting, HR and procurement,” he says.  “Proof of concepts have now started to roll out into production environments and essentially take work out of offshore locations, whether third party or in their captive centers.”

As a result, companies are starting to look at their offshore strategies and decide whether they need to go forward with those efforts. “The confidence level in RPA has increased; it’s not just about hype anymore,” says Brown.

In addition, companies are no longer considering simply a one-off RPA solution. Cognitive solutions are becoming more mature, with more integrations of RPA with machine learning and AI. “There is starting to be more of a full suite of service offerings around that play,” he says. “We’ve joked over the years about hype vs. reality — I think the reality is really starting to dawn on senior executives that another lever is driving those costs out of organizations.”

The bottom line? According to the State of Outsourcing and Operations 2017, there’s no doubt that the shared services and outsourcing industry is on the cusp of massive change as the entire outlook of operations — from the front-office to the back — evolves into a centralized, “One Office” model. But this is not about jobs going away. Instead, it is about a reevaluation of the nature of work. Organizations must begin to embrace the digital and intelligent automation tools available and write off legacy options. The future of the industry demands it.

Source: State of Outsourcing and Operations 2017, Part 2
Image credit:  istock

The traditional outsourcing model is officially out of value, but the future is bright for co-innovation partnerships

Remember all those juicy reasons why companies jumped into outsourcing? Like driving out cost, standardizing processes, perhaps even finding a few nuggets of innovation along the way with better access to talent and technology? Well our new 2017 State of Operations and Outsourcing Study of 454 major enterprise buyers gives a pretty gloomy picture of the current value impact of today’s outsourcing engagements:

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What made us happy in the past no longer passes muster

If there was ever one home-banker benefit from outsourcing, it was always the ability to take 30%+ off the bottom line cost of running a process or set of processes.

The VPs and below are those who are managing the engagements – and not even a third of them view their engagements as being very effective at driving out significant cost or making their operations more flexible and scalable. Their bosses are slightly less cynical, but still the vast majority is underwhelmed.

“But how can they be unhappy, we saved them so much money?” I hear frustrated providers cry…

Well, the answer is quite simply that those costs have been removed from the balance sheet – they no longer exist. Managing operations in a global environment is now the new normal – money that was saved was a onetime experience in the past. It’s like trading in your Hummer for a Prius… you don’t think to yourself, everytime you fill up with gas, “Wow, I’m saving $50 per tank”, but you might even think, “Hmmm… maybe I’ll get a fully electric car next and save even more on my running costs”.

We can go on to bemoan the disappointing lack of effectiveness from analytics, automation and cognitive from over four-fifths of outsourcing engagements, but we know clients are unlikely to have invested actual funds in these areas as part of most of these engagements today – they are getting what they have paid for in the past.

All is not lost as many operations leaders want their service providers to change with them

However, the next wave of engagements have to be set up in a very different way to bring back delights to these jaded customers, which is where the brighter news appears:

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What’s encouraging here is that buyers, by and large, do not view their service providers as mere efficient cost take-out vehicles, which was how well over half viewed them a couple of years ago. While 43% of SVPs and above see service providers as competent partners who can deliver the goods, another 35% actually view them as real innovation partners who can work with them to achieve co-defined business outcomes. This is a breakthrough for the services industry.

The Bottom-line: The door is wide open for ambitious providers willing to invest in developing their talent, but closing firmly shut for those perpetuating what worked in the past

There has never been a time in the history of services where we’ve arrived at such a pivotal turning point – what used to work for clients is now commodity, and those service providers wanting to avoid this drain-circling spiral into transactional insignificance must make serious investments in their internal capabilities to partner with their clients. This means more people who can work in close proximity to their clients with real capabilities rolling out automation roadmaps, designing digital business models, working with clients to develop predictive data models and smart cognitive strategies. Sadly, there isn’t much of an available pool of eager college graduates ready to leap into these roles at low wage rates, so providers need to reinvent themselves radically as true learning establishments and universities for their emerging talent… ambitious people will want to invest their careers with firms who are prepared to invest in their talent. The future isn’t about buying packaged consulting, it’s about partnering with services firms whose stakeholders want to co-invest in themselves and their clients with a long-term vision and definitive plan. The model has changed forever… and we can only watch, learn and work with it as it unravels piece by piece.

Source: The traditional outsourcing model is officially out of value, but the future is bright for co-innovation partnerships

Cost Saving Opportunities for the Global Network Management Services Market

According to the latest procurement intelligence report from Technavio, the global network management services market is expected to grow at a CAGR of 9.4% over the next five years, primarily driven by demand from large organizations to improve network performance.

The global network management services market is expected to grow at a CAGR of 9.4% from 2017-2021.

The research report titled ‘Global Network Management Services Market: Procurement Intelligence Report 2017-2021’ provides an in-depth analysis of category spend, best procurement practices and cost saving opportunities, aimed at helping organizations achieve superior business performance. The report also provides insights on pricing, supplier positioning and top companies, enabling sourcing professionals to improve their competitive advantage through procurement excellence.

“During the forecast period, the network management services market is driven by the increase in demand from expanding organizations to improve network performance and support mission-critical applications,” says lead Technavio procurement specialist Angad Singh for category spend intelligence. “In addition, growth in the need for secure networks and server traffic management from various sectors such as telecom, IT, healthcare, and BFSI, will also drive the market,” adds Angad.

Cost saving opportunities in the network management services market

The adoption of various cost-optimization levers helps buyers of network management services to realize direct cost savings and enhance category management and value benefits (including a reduced procurement complexities).

Technavio procurement experts have segmented the cost saving opportunities in the network management services market into the following value-enhancement opportunities:

  • Adoption of technology
  • Supplier Competition
  • Adoption of negotiation strategies
  • Optimization of procurement practices
  • Bundling of services

Adoption of technology saving aspects

Technologies such as network performance monitoring tool, network configuration manager tool, IP address manager tool, user device tracker help to collect performance data, track and secure the networks. The adoption of these technologies can minimize costs to the extent of 7%.

Buyers prefer suppliers that adopt a proactive approach to prevent network non-availability issues before application performance problems arise. They want suppliers to use sophisticated network management systems that provide the end-to-end visibility required for RCAs, fault isolation, and performance restoration across networks.

Adoption of negotiation strategies saving aspects

Network management includes continuous configuration changes, add-ons, and upgrades to be performed on networks across network sites of organizations. Buyers prefer suppliers that provide frameworks for consistent network implementation across business locations and aid in continuity of business operations. They expect suppliers to provide dedicated and specialized services with more predictable and economical cost structures by taking advantage of their economies of scale.

Bundling of services saving aspects

One of the most opportunistic strategic cost saving levers in the global network management services market is the need for bundling of network management services with storage and application management services.

Buyers want suppliers to provide a standardized network management process and implement best practices across business locations. This helps buyers maintain consistency in network management services across organizations. Suppliers must constantly invest in new technologies to better align networking capabilities with new business requirements.

Source: Saving Opportunities for the Global Network Management Services Marke

Capgemini Recognized as an Advanced Thought Leader in Global Insurance IT Outsourcing

Capgemini, a global leader in consulting, technology and outsourcing services, announced today that for the second consecutive year it has maintained its position as a leader and star performer in Everest Group’s IT Outsourcing in Global Insurance PEAK Matrix™ Assessment. Capgemini achieved this recognition by demonstrating strong insurance business growth through multiple new domain-focused solutions and continued investments in its global network of Applied Innovation Exchanges (AIEs)1.

In the report, Everest Group analyzed the capabilities of 24 Applications Outsourcing (AO) service providers specific to the global insurance sector and selected Capgemini as one of five Star Performers. Star Performer distinction is awarded to service providers that demonstrate the strongest forward movement over time on PEAK Matrix™ characteristics of leaders on the AO services’ matrix including: continued domination in the insurance AO marketplace with differentiation through a large-scale, global delivery model, extensive consulting capabilities, a comprehensive solutions’ portfolio, and being cited by clients as preferred vendors for change management and large-scale transformation projects. Capgemini’s Wellness Active Risk Management2, eUW applications3, Digital Attending Physician Statements (APS)4, and All Channel Experience (ACE)5 proprietary solutions were highlighted as key to its success.

Everest Group cited Capgemini’s acquisition of IGATE as giving it the ability to grow some of its key accounts, which demonstrated strong insurance business growth momentum. Capgemini was also named as an advanced thought leader and early adopter of next-generation technology themes.

The insurance industry is at an inflection point, where technology disruption and new business models are fundamentally reshaping the current landscape,” said Jimit Arora, Partner, Everest Group. “Focused investments in R&D initiatives, domain-focused partnerships, an enhanced delivery presence, and strong growth momentum in its insurance application outsourcing business helped Capgemini secure its positions as a Leader and Star Performer on the 2016 Everest Group Insurance AO PEAK MatrixTM.”

“We are delighted to be named as a Leader and Star Performer in IT Outsourcing in Global Insurance by the Everest Group for second year in a row,” said Jack Dugan, Executive Vice President and Global Head of Insurance for Capgemini’s Financial Services Strategic Business Unit., “This is a strong validation that our investments in domain and innovation are generating significant value for our clients and partners.”

Please find a copy of the report here.

Source: Capgemini Recognized as an Advanced Thought Leader in Global Insurance IT Outsourcing