Enterprise cloudadoption

Cloud Vista Report: May 2012

Copyright © 2012, Everest Global, Inc. EGR-2012-4-R-0682a

Enterprise Cloud Adoption Role of Cloud in Global Services


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Introduction – context and scope

Context

It is a commonly held belief that cloud computing technologies are increasingly transforming the way IT is delivered and consumed, within an enterprise setting. As of today, the market remains in a state of flux, with a large number of service providers with varying legacies vying for success

Based on live market data for the calendar year 2011, this research is an attempt to understand: – Adoption trends of cloud technologies within enterprise IT services

Who is adopting? What are the adoption scenarios? What do buyers look for when evaluating a global services deal, with cloud delivery?

– The role of global services providers What are the different roles that can be played by global services providers in facilitating buyers’ transition to the cloud? What is the nature of the opportunities that global services providers can capitalize upon? What are the key success factors for global services providers to capitalize on the cloud opportunity?

Scope of this research

This research is the first in a series of semi-annual reports on adoption trends of enterprise cloud services This edition analyzes the market for cloud delivery within the context of enterprise global services (ITO and BPO). The focus

of this report is on: – Cloud delivery within a global services setting

The analysis does not include, for instance, pure hosting or public cloud adoption trends, or pure SaaS implementations – Enterprise adoption

In this analysis we focus on cloud service deals that impact a large portion of the buyer’s organization, i.e., a business unit (BU), a geography, or the global enterprise. For instance, deals limited to isolated implementation of SaaS, or cloud platforms are not part of this research scope


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Introduction – methodology and research application

Methodology

This research is based on: – Global services deal data captured as part of Everest Group’s proprietary database for the calendar year 2011 – Publicly available data on global services deals – Everest Group‘s expert perspectives

Given the current hype, and plethora of opinions around cloud adoption, this research is deliberately anchored in a fact-based approach. All insights are based on publicly available, or Everest Group‘s proprietary market data

How can this report be used?

For service providers: This report can be used to understand:

– Nature of cloud-related opportunities in the global services market – Different roles that services providers can play within the cloud delivery landscape, in line with existing and potential

capabilities – Investments and capabilities that (e.g., alliances, physical infrastructure, and professional services) make for winning

strategies in the global services market for cloud related opportunities

For service recipients: This report can be used to understand:

– Role of cloud services in transforming the enterprise; specifically, areas of adoption that offer optimal enterprise benefits – Cloud adoption through global services in their specific industries – Different roles that services providers can play in enabling the transition to cloud


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Table of contents

Summary of key insights 6

Section I: Overview – cloud engagements 9 – Number of deals 10 – Deal size 11 – Service scope and cloud layer 12

Section II: Cloud trends 13 – Cloud deployment trends 13 – Buyer adoption 18 – Provider roles 24

Section III: Deal spotlight 30

– Evaluation framework 31 – Telenor – CSC deal analysis 32 – AstraZeneca – HCL deal analysis 34 – Maersk Line – HP deal analysis 36

Section IV: Appendix 38 – Glossary 39 – Recommended research 40

Topic Page no.


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Insight #1: Enterprises are increasingly demanding cloud delivery as part of large ITO deals and adoption statistics suggest that rapid growth of cloud services will continue for some time

Cloud delivery is rapidly becoming an integral part of large global services deals In H2, 2011, 8% of all large global services deals had cloud delivery as a part of scope, up from 4% in H1, 2011;

this indicates rapidly increasing adoption of cloud services within the matrix of global service delivery Most large service providers adopted the cloud paradigm by developing cloud capabilities. Given the nature of

entrenched relationships, we believe that these service providers actively compete in the market for cloud services In fact, cloud represents an attractive opportunity for most service providers

– The average TCV of global services deals with cloud delivery in scope (2011) was US$168 million; compared to US$95 million for deals without cloud delivery in scope

– The average contract duration for global services deals with cloud delivery in scope (2011) was 68 months; compared to 60 months for deals without cloud delivery in scope

Cloud services help service providers make inroads into new buyer segments Cloud computing and pay-as-you go models make it easier for buyers in hitherto underserved segments to gain

access to enterprise class technology – Approximately 38% of all global services contracts with cloud delivery in scope were awarded by enterprises

with less than US$500 million in revenues – Along with traditional leaders in global services adoption such as Banking, Financial Services, and Insurance

(BFSI), healthcare and life sciences, government and non-profit sectors are also driving cloud adoption in global services. The government sector accounts for 14% of all global services deals with cloud delivery in scope, while the non-profit sector accounts for another 6%


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Insight #2: Service recipients ask for cloud as a part of their transformation agenda

Both service recipients and service providers see transformational value in cloud delivery models Transformation features as a prominent theme in most enterprise deals with cloud delivery in scope

– Infrastructure transformation and modernization as the dominant theme was seen in 53% of all such deals From a service recipient’s perspective, cloud delivery models allow for greater flexibility and go hand-in-hand with

widespread infrastructure virtualization and consolidation – Often the infrastructure transformation agenda serves as a precursor to rationalization and upgrade of

fragmented and legacy application portfolios Service providers also capitalize on the transformational potential of cloud delivery models as buyers ask for more

(e.g., more and more effective innovation, value beyond traditional labor arbitrage) – Service providers are making significant investments to develop standardized cloud solutions to enable them to

offer transformational value with relatively shorter deployment and implementation cycles

Within the infrastructure transformation agenda, cloud delivery models are being deployed across a wide variety of environments – Many enterprises are prioritizing workloads with high variability, e.g., testing and development, to quickly

capture benefit from cloud (73% of all cloud related deals with infrastructure transformation as the dominant theme)

– However, cloud solutions are also being deployed for production and data continuity environments Cloud delivery models are also being deployed as a part of the application transformation agenda

– As many as 54% of application transformation cloud deals involve porting of custom business applications to a cloud environment

– Productivity suites and ERP (22% each) comprise other important areas of cloud-driven transformation

Cloud services yield flexibility and cost benefits across a diverse variety of environments


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Insight #3: Service providers blend emerging cloud services with traditional models to provide integrated solutions for the enterprise

Service providers are driven by their legacy to define their roles within the cloud paradigm Mostly MNCs such as HP and IBM are providing end-to-end stacks, combining hardware, software, hosting, and

management services through a cloud delivery model that complements ongoing traditional delivery in the large enterprise as well

Asset light players with a consulting and professional services heritage are investing in partnerships with hosting providers to enable cloud infrastructure solutions, coupled with strong capabilities in integration, customization and cloud environment management

Pure play cloud service providers are most often providing specific solutions to date as they adopt to different business and go-to-market models with large, global enterprise solutioning requirements. However, many are making the right moves to build skills and alliances to target the enterprise service landscape

Service recipients prefer to customize standard solutions, with a single provider responsible for integrated delivery Service recipient prefer enterprise solutions with standard components that can be assembled utilizing reference

architectures into an integrated delivery model – 63% of deals with cloud delivery in scope involved customization of such standard solutions rather than ground-

up solution development Where cloud is a part of integrated enterprise service delivery and the scope involves management and

professional services for the cloud environment, service recipients prefer the solution “owner” to provide these services – Only 8% of deals with cloud management services in scope involved implementation of third-party solutions – Only 5% of all such deals were exclusive of solution development/customization or hosting services; i.e.,

comprising pure professional services scope


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Contents

Overview – Cloud engagements

Cloud trends

Deal spotlight

Appendix


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Cloud adoption is rapidly gathering momentum within the enterprise ITO market

Trend in cloud related global service deals 2011; Number

40

73

H1 H2

35%

65%

H1

H2

Despite an overall decrease in the volume of global sourcing activity, the proportion of ITO deals with cloud elements doubled in H2 2011, as compared to H1

We believe that this represents initial signs of a secular trend of high-paced enterprise cloud adoption as part of ITO deals

1,047 900

H1 H2

54% 46%

Source: Everest Group (2012)

H2 H1

100% = 113

100% = 1,947

Proportion of enterprise ITO deals with cloud elements (2011)

Trend in global service deal signings 2011; Number

H1 = 4% H2 = 8%


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Transformational scope, deployment of proprietary solutions, and higher onshore involvement leads to higher deal value and duration for cloud leveraged deals

1 Deals with TCV>= US$5 million Source: Everest Group (2012)

Average deal duration

2011; Number of months

168

95

With cloud Without cloud

Average TCV of deals1

2011; US$ million

Cloud technology is being increasingly leveraged by service providers to bolster their clients’ transformation programs

Such transformational deals tend to be significantly larger than “run-the-business” ITO deals and are inherently more difficult to offshore

Further, deals that include implementation or customization of proprietary cloud solutions can potentially command a price premium over “run-the-business” deals

68 60

With cloud Without cloud


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Enterprise cloud solutions are being adopted as a part of ITO deals, with IaaS solutions leading cloud adoption

Enterprise cloud adoption is driven largely by infrastructure-as-a-service (IaaS). Though many enterprises continue to experiment with piecemeal SaaS implementations (e.g., back-up, and temporary storage), they are not classified as enterprise adoption

While standalone PaaS adoption within a services context is rare, we believe middleware is an integral part of these deals, whether delivered on a “as-a-service” or traditional model

Healthcare vertical (healthcare records etc.) is driving the adoption of business process-as-a-service (BPaaS)

93%

4% 3% BPO

ITO

ITO+BPO

100% = 113

Services scope in deals with cloud delivery 2011; Number

Cloud layers in scope 2011; percentage of deals

9%

24%

74%

BPaaS SaaS IaaS

1 Deals with TCV>= US$5 million Source: Everest Group (2012)


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Contents


Cloud trends – Cloud deployment trends – Buyer adoption – Provider roles

Deal spotlight

Appendix


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From a global service perspective, transformation of infrastructure is the major driver of cloud adoption across enterprises

23% 28%

53%

Application transform

Application implementation

Infrastructure transform

Buyers believe that the existing legacy infrastructure is unable to cope with business demands and, thus, are looking for alternatives. Global service providers are leveraging cloud solution and services to assist in this transformational journey

Cloud model is also leveraged to improve application landscape. Buyers are implementing native cloud applications as well as transforming their existing legacy application environment through cloud delivery

However, meaningful application transformation in the cloud, is usually accompanied by a significant transformation of the underlying infrastructure

1 Analysis includes multi-tower deals; sum of column percentages may not add up to 100 Source: Everest Group analysis

Driver of cloud adoption 2011; percentage of deals

82%

18%

Includes application transformation

Core infrastructure transformation

N = 113

Driver of cloud infrastructure transformation 2011; Number of deals

100% = 60


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Cloud is helping the buyers in creating a flexible and scalable infrastructure environment, many buyers are even porting production systems to the cloud

53% 47% Infrastructure

transformation

Other deployment

100% = 113 73%

33% 23%

Source: Everest Group analysis

Along with the concomitant cost benefits, buyers see value in the flexibility and ability to scale computing resources up or down by deploying cloud solutions

Workloads with significant variability in computing resource requirements are moved to the cloud to reduce average consumption by “right-sizing” infrastructure; testing services are one such example

Typical role of cloud infrastructure 2011; percentage of deals

Driver of cloud adoption 2011; Number of deals

Test/ Development environment

Test/ Development and production environment

Data continuity

N = 60


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Transformation and implementation of business application is a major component across cloud service engagements

Business applications

Productivity

ERP

IT

Buyers are leveraging cloud application delivery to increase the value they provide to their clients and partners by enhancing their business applications

The typical challenges in ERP provisioning for development still persist. Cloud delivery is allowing the buyers to create agile infrastructure and provisioning mechanism for ERP

Productivity applications provide a “low risk” cloud experiment and have an early mover advantage that drives their adoption

IT department is yet to leverage cloud delivery and therefore presents significant opportunity (e.g., IT management in a SaaS model, testing tools, application packaging, and data continuity tools)

Applications included in cloud engagements 2011; percentage of deals


54%

22%

22%

2%

N = 113


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Cloud application engagements – transformation and implementation

2011; Number of deals

Apart from implementation of cloud applications, the cloud delivery model has a significant role in transforming existing application portfolios

55% 45% Application implementation

Application transformation

100% = 58

59%

41%

Service provider

ISV


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65%

35%

100% =

Standard applications

Custom applications

There is a significant demand to transform the landscape across application types, leveraging cloud delivery. We believe this will also drive demand for consulting and higher value-added global services

For implementation, service providers that own cloud applications stand to benefit. Many service engagements require these providers to transform existing applications by deploying their own cloud solution, and subsequent engagements may also lead to implementation of ISV applications

Application type

Application provider

26


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Contents



Deal spotlight

Appendix


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Along with traditional markets such as North America and the United Kingdom, APAC is emerging as an attractive market for cloud adoption in global services

North America and the UK continue to drive adoption

APAC is emerging as an attractive market with cloud solution elements being a part of relatively large deals

Though Europe reports a large proportion of deals, average opportunity size is likely to be lower

North America and the UK continue to drive adoption

Average deal value (all ITO and BPO deals with cloud delivery); US$ million % of total number of deals (all ITO and BPO deals with delivery); N = 113


208.4

32%

185.8 20%

49.4 25%

107.2 17%


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Cloud adoption is driven by buyers at opposite ends of the size spectrum; there is little adoption within the US$2-10 billion revenue class

% of deals with cloud delivery (buyer revenue US$2-10 billion) % of deals with cloud delivery (buyer revenue >US$10billion) % of deals with cloud delivery(buyer revenue US$0.5-2 billion)

% of deals with cloud delivery (buyer revenue < US$0.5 billion)


Smaller buyers are gaining access to enterprise class technology with little capital expenditure by leveraging the cloud Large enterprises leverage cloud technologies as a part of the transformation process to drive simplified and uniform processes

23%

38%

15%

23%

33%

10% 33%

24% 40%

20%

13%

27%

63% 6%

31% North America

UK Europe

APAC


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While industry verticals with traditionally high ITO/BPO penetration drive cloud adoption, government and non-profit sectors represent significant opportunities

Industries with mature global services program see potential in cloud delivery and are demanding transformational solutions from service providers as they seek to generate the next layer of value beyond labor arbitrage

Government and non-profit sectors (e.g., education) are early adopters of cloud principles in terms of using SaaS based cloud solutions. Given their experience with cloud, they are willing to experiment with it even in a global service context

Government

Manufacturing

Retail and distribution

Services

Healthcare and life sciences

Banking, financial Services, and insurance

Non-profit

Energy and utilities

Electronic and hi-tech

Travel and transport

Telecom

Others

Industry adoption of cloud services 2011; percentage of deals


14%

14%

11%

11%

10%

10%

6%

5%

4%

4%

3%

8%

N =113

Verticals leading cloud adoption


22

51%

86%

30%

14% 11% 9%

Infrastructure outsourcing

Application outsourcing

Single tower deals across infrastructure and applications drive cloud adoption in the enterprises

Buyers prefer to have a simple global service engagement that includes cloud delivery. Though, cloud is one of the components of the overall engagement, buyer preference for simpler engagements indicates that they are still in the early stages of adoption

1 tower

2 towers

3 towers 4 towers

47

Note: Application towers consist of application development and maintenance. All other towers (e.g., system integration, and package implementation) are merged in these two towers


Tower bundling within ITO deals with cloud delivery 2011; Number of deals

44


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Cloud solution elements are most commonly delivered as a part of datacenter management and infrastructure transformation deals

33%

15% 15% 11%

7%

14% 17%

Datacenter Network End-user computing

Helpdesk Application development

Application maintenance

Other

1 Analysis includes multi-tower deals; sum of column percentages may not add up to 100 Source: Everest Group (2012)

Includes ERP implementation, ERP maintenance, other package implementation and system integration deals

Distribution of towers in cloud engagements 2011; percentage of deals

At the current stage of market and technology evolution, the business case for cloud implementation is most favourable within the context of infrastructure modernization

Within the global services market, cloud implementation is viewed as a transformational tool, and not as an end in itself. As such, cloud solution elements figure most commonly in deals involving elements of server consolidation, mass virtualization, and overall infrastructure modernization

N =113


24

Contents



Deal spotlight

Appendix


25

Cloud service providers perform a variety of roles across various stages of transformation

Typical consulting role performed by a provider before selection and implementation of a cloud solution

Generally includes roadmap, strategy, readiness assessment, cloud selection, etc.

Can be performed by typical global service provider or IT and management consulting firms

Provider offers design services for cloud solutions. Typically needed when a cloud

solution is built ground-up for a specific buyer

Design and build solution elements are usually combined

Typically, provided by players with deep technology legacy and in-house solutions

Build-up of a ground-up cloud solution (generally infrastructure) for a specific buyer

Customization and implementation of industry standard solution

Provider hosts buyer’s cloud solution on its own datacenters The provider may or may not own the assets on its books By definition, cloud application (SaaS) and infrastructure hosting providers

will generally perform this role

Consult

Design Build/customize H

ost

Service provider offers pure management of cloud applications. Includes service integration and orchestration, “lights-on,” and other

management activities (e.g., testing the cloud) Typically, provided by pureplay service providers that do not own in-house

solutions

Man

age


26

Global services providers perform multiple roles in a cloud delivery engagement

26%

43% 54%

74%

Build Customize Host Manage

Most of the service providers offer cloud management services as management contracts tend to lead to longer contract duration. Moreover, buyers believe that service providers are better suited to manage a new delivery model

With most ITO-related cloud adoption occurring in the IaaS space, there is a clear buyer preference to engage with providers who offer hosting services

Providers with in-house cloud solutions offer customization services of their offerings and it is fairly evident that the buyers prefer these providers. A template-based standard cloud solution is easier to customize, implement, and manage, which reduces the overall overhead and time to deploy

Increasing role of global service providers in the cloud

1 Analysis includes multi-tower deals; sum of column percentages may not add up to 100 Source: Everest Group (2012)

Roles played by cloud service providers1

2011; percentage of deals

N =113


27

Service providers with strong in-house solutions are more likely to seize cloud-related ITO/BPO opportunities…

83%

17%

Third-party solutions

In-house solutions

Distribution of cloud solutions 2011; Number of deals

Buyers are more comfortable with service providers who can provide the full portfolio of services, and have existing in-house solutions

Within the current state of industry maturity, buyers are more comfortable customizing existing solutions, rather than building a ground-up solution – Buyers see value in a standard solution, as they seek to consolidate fragmented legacy portfolios – Further, buyers prefer to customize existing solutions, as such implementation exercises tend to be less

expensive, require lower deployment time, and involve lower risk

Buyer preference for building and customizing cloud 2011; Number of deals


100% = 58 100% = 78

37%

63% Customize

Build


28

74%

26%

…as pureplay cloud management/consulting opportunities are seldom independent of implementation or hosting requirements

Includes build/ customize

Cloud management not

in deal scope 80%

63% 48%

8% 5%

Solution implementation lies at the heart of the ITO/BPO cloud opportunity; service providers that own the solution are naturally leading contenders for the cloud management opportunity

In the absence of industry standard solutions, service providers who own proprietary in-house offerings, sophisticated system integration and professional services capabilities are likely to be more successful in providing end-to-end cloud solutions within the global services market

Cloud management and other roles of service providers 2011; Number of deals

100% = 113


Smaller opportunity for pureplay consulting/management services

Cloud management in deal scope

Includes host

Includes consult/design

Includes third-party solution implementation

Excludes build/ customize/host


29

The ability to provide an in-house technology stack solution, along with evolved hosting capabilities, is helping MNC service providers make inroads into the cloud market

94%

6%

Offshore providers

MNC providers

Within the current global services context, cloud solutions are being implemented largely as part of infrastructure transformational deals – MNC service providers with expertise in asset-based deals, and proprietary solutions are in pole position to capitalize on the market

opportunity, as they are able to provide an integrated solution across the consult-to-manage spectrum Offshore providers are yet to develop the transformational expertise that is expected from a cloud service provider. Though they are

leveraging cloud solutions during execution of outsourcing engagements, cloud is not a central element in most of their contracts Over the long term, we expect offshore players to become more competitive as they invest in partnerships with technology providers (or

their own solutions) – Further, with the evolution of industry standards, the importance of proprietary solutions could diminish. Coupled with the

commoditization of infrastructure, and adoption of cloud solution elements in non-transformational deals, global delivery models could become an important value proposition over the long term

69%

23%

31%

77%

In-house solution Third-party solution

Hosted by buyer / third-party

13 In the absence of in-house solutions and evolved hosting capabilities, most offshore service providers rely on partnerships Hosted by

service provider

62

Distribution of cloud solution implementation 2011; Number of deals

MNCs and offshore provider cloud engagements 2011; Number of deals

100% = 113 100% =



30

Contents


Cloud trends

Deal spotlight

Appendix


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Everest Group framework explores key enterprise cloud adoption based on four key parameters

Deal spotlight

Buyer value

What is the overall value of cloud solution and services on buyer’s IT landscape?

Will the engagement create a meaningful impact on the business of the client?

Will the engagement enable the provider to further penetrate existing/ acquire newer clients with cloud solutions and services

Will the market view the provider as a capable partner for cloud transformation?

Market impact

Will this impact the competitive landscape in terms of newer offerings, engagement models, pricing, etc.?

Is the engagement indicative of acceptance of cloud principles in an industry, geography, and business function?

Capability assessment

Has the provider deployed an in-house solution, partnered with providers, and developed solution grounds up?

In-house technology, services, differentiators, integration, investments, complexity, challenges, etc.

Provider benefits


32

Telenor Sweden-CSC: Implementation of BizCloud – CSC’s on-premise private cloud solution (page 1 of 2)

Deal statistics

Client Telenor

Service provider CSC

Duration Five years

TCV (estimated) US$35 million

Towers included Infrastructure – datacenters Application transformation

Buyer value will be driven by migration to a pay-as-you-go model Implementation of the deal is expected to benefit Telenor by way of simpler provisioning and

greater flexibility in reacting to peak requirements Significant benefits for workloads requiring high peak capacity, e.g., testing services Telenor envisages higher service levels and faster turnaround for its customers without an

increase in costs

Follow-on from Telenor-CSC agreement in 2010 Management and modernization of Telenor Sweden’s

billing and CRM systems Implementation and management of on-premise

private cloud solution CSC’s BizCloud offering is the core solution Involves rebadging of Telenor employees

Summary of scope

The deal with Telenor highlights an important success story for CSC BizCloud, particularly in Europe

The deal demonstrates the viability of CSC’s on-premise, private cloud strategy; for consumer-facing applications, the ability to provide a secure, stable solution is an attractive proposition

CSC’s ability to rapidly implement a secure private cloud solution, with established service levels and pricing, showcases the strength of its solution, as well as its integration capabilities

Buyer value



33

Telenor Sweden-CSC: Implementation of BizCloud – CSC’s on-premise private cloud solution (page 2 of 2)

We expect this deal to help CSC in marketing its BizCloud offering; CSC is likely to position BizCloud as a solution that offers benefits similar to a public cloud solution, but leaves the customer with greater control

Overall CSC’s presence in Europe, particularly, the Nordics, receives a boost from this deal

One of the deals that signals the emergence of the on-premise private cloud as a viable model for buyers with concerns about data location and security, but who want to access the benefits of a flexible pay-as-you-go model. The deal is important because it promises significant improvements for Telenor’s subscriber facing processes by way of standardization, reduced provisioning time, and easier access to applications. The deal is an example of buyers’ preference for templatized, proprietary solutions with standard SLAs and prices, along with the opportunity to start capitalizing on cloud computing benefits after a short implementation cycle.

Analyst consensus

BizCloud is built on Vblock architecture, and deals, such as the one between CSC and Telenor, may provide momentum to Vblock becoming one of the standard configurations in IaaS implementations

We believe that solutions such as CSC’s BizCloud may mature to provide meaningful alternatives to public cloud solutions depending on criteria such as scale, variability in demand, complexity of integration, security, and compliance requirements

Provider benefits

Market impact


34

Astra Zeneca-HCL: Global Infrastructure Transformation (page 1 of 2)

Significant value capture through global infrastructure transformation – we expect significant business impact on both CAPEX and OPEX

By implementing hybrid cloud models, Astra Zeneca will be able to build a flexible, scalable infrastructure, with significantly higher asset utilization

Further, we expect significant buyer benefits by way of implementation of globally standardized service levels, and processes, as well as a global delivery platform

Demonstrates HCL’s capabilities in competing with traditional asset-heavy infrastructure outsourcing majors

The deal showcases HCL’s ability to deliver a global transformation program for a large enterprise that involves: – Significant hosting capabilities – Management and transformation of existing datacenters – Ground-up implementation and management of a cloud infrastructure environment

We believe that the deal delivery will significantly leverage HCL’s MyCloud platform – part of it’s MTaaS (management tools as a service) offering – MyCloud platform helps monitor and manage a cloud infrastructure environment, and is

partly co-developed with partners such as Computer Associates

Management and transformation of global datacenters across 60 countries

Hosting and migration of existing datacenters Management of global collaboration platform Server virtualization Storage and backup transformation Hybrid cloud implementation

Summary of scope Deal statistics

Client Astra Zeneca

Service provider HCL Technologies

Duration Five years

TCV (estimated) US$1 billion

Towers included Infrastructure – datacenter management

Buyer value



35

Astra Zeneca-HCL: Global Infrastructure Transformation (page 2 of 2)

A competitive win against traditional infrastructure outsourcing majors will enable HCL to showcase its capabilities in bulge bracket IO deals – we expect significant marketing benefits for HCL

We expect the deal to provide further traction to HCL in larger infrastructure transformation deal, especially in Europe

Incumbent service providers will have to evolve their customers’ infrastructure over the duration of the relationship. Buyers are looking to capture value by building flexible, scalable infrastructure with pay-as-you-go models, and are willing to move to service providers who can provide such value. While buyers typically tend to prefer standardized proprietary solutions, for complex deployments across large global enterprises, a ground-up approach is required. HCL’s deal with Astra Zeneca demonstrates the service provider’s maturing capabilities in the infrastructure outsourcing space, and underlines HCL’s ability to compete against major MNC providers in complex asset-based infrastructure deals.

Analyst consensus

This deal is indicative of the fact that buyers are increasingly facing limitations of traditional infrastructure set-ups

Cloud computing offers them a transformational tool that helps them realize the advantages of scalability and flexibility, along with cost advantages

With increasing maturation of cloud technologies, we expect several such deals, which have buyers implementing global transformation projects with cloud implementation as a core component

Provider benefits

Market impact


36

Maersk Line-HP: Global infrastructure, applications, and services transformation (page 1 of 2)

Like all major transformation programs, we expect significant value for Maersk Line from this deal: – Unlocked value from captive asset base, and cost benefits of private cloud deployment – Standardization of applications and processes – OPEX benefits from global services delivery

Part of Maersk Line’s streamLINE initiative to optimize routes, simplify customer processes, and improve management information systems

Global virtualization and private cloud deployment, with migration of four global Maersk Line datacenters in Asia and North America

Global application portfolio consolidation Complete management of end-user computing, and internal

helpdesk across 38,000 users and 100 countries using HP Workplace platform

Global service delivery, with rebadging of Maersk Line employees

Summary of scope Deal statistics

Client Maersk Line

Service provider HP

Duration Five years

TCV (estimated) US$150 million

Towers included Infrastructure – datacenters, desktops, and helpdesk Application modernization

The deal showcases HP’s ability to package and deliver the entire technology stack (hardware assets, software, and services) into a global transformation solution

While the deal is a custom engagement, we expect HP to have taken a modular approach to solutioning. As such, the deal also showcases the success of HP’s investments in infrastructure assets, management platforms, and tools

Buyer value



37

Maersk Line-HP: Global infrastructure, applications and services transformation (page 2 of 2)

We see significant marketing benefits for HP, as this deal serves as a validation for the provider’s philosophy of the instant-on-enterprise

Further, this deal is likely to help HP make inroads in the shipping and logistics sector

With global enterprises increasingly listing infrastructure consolidation as one of their key IT priorities, we expect similar deals in the market

Such opportunities are likely to fall to service providers who are able to provide an integrated technology stack

However, one of the key barriers to such deals will be the volume of legacy infrastructure and applications; as the complexity of transformation increases, buyers may feel daunted and grow skeptical of the business case

Provider benefits

Market impact

This deal underlines the growing role of cloud implementation in major transformational deals. Cloud is viewed as a strategic weapon by both service providers and buyers to achieve transformation and deliver greater value through enhanced flexibility and pay-as-you-go models. The deal also highlights HP’s ability to offer an integrated technology stack as part of a major transformational solution. Such opportunities are more likely to be won by service providers who can provide an end-to-end solution comprising a global hardware asset base, software and management platforms, and global services.

Analyst consensus


38

Contents


Cloud trends

Deal spotlight

Appendix


39

Term Definition In-house solutions A branded cloud solution of a provider across any cloud layer

Third-party solutions A cloud solution implemented by a provider that is owned by either a partner or a third-party provider

Infrastructure transformation

Core focus is on flexibility, scalability, availability, and resilience of infrastructure leveraging cloud solutions and services. This may include transforming existing infrastructure, sourcing add-on infrastructure from the cloud, or a combination of both

Application transformation

Core focus is on transforming an on-premise application, business process, or some fundamental change in an application delivery and architecture. The engagement may or may not focus on infrastructure transformation

Data continuity In data continuity, core focus is to protect the organization data in terms of creating data recovery, disaster management, data back-up, and related implementation

Application type An off-the-shelf / customized independent software vendor (ISV) application is treated as “standard,” whereas an application specifically built for a buyer is treated as “custom”

Application provider type

In application provider type, an ISV implies the typical product companies (that may or may not offer services), a service provider implies the typical global service providers that may also have its own branded cloud solution

Appendix: Glossary of key terms used in this report


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Appendix: Additional ITO research references

The following documents are recommended for additional insight on the topic covered in this research report. The recommended documents either provide additional details on the topic or complementary content that may be of interest 1. Service Provider Cloud Strategies – “As Unique as Everyone” (ERI-2011-4-R-0495a); 2011: This report provides a

comprehensive overview of the strategies of global service providers in terms of their focus in cloud ecosystem, challenges they foresee, buyers concerns, expectations from cloud, partnerships, and their future plans to tap the cloud opportunity. The report will be useful for both the buyers to understand strategies of these providers and service providers to understand the broader market

2. Social Networks for Global Delivery – Get that ITCH (EGR-2012-4-R-0662); 2012: This viewpoint report analyzes the role of an internal social network for improving the global delivery model. The report discusses challenges and issues in global delivery such as resourcing, collaboration, overheads. It provides a framework for service providers which they can leverage to create their own internal social platforms and augment their delivery models

For more information on this and other research published by the Everest Group, please contact us: Ross Tisnovsky, Senior Vice President: Chirajeet Sengupta, Practice Director: Yugal Joshi, Senior Analyst: ITO Team:

Phone: +1-214-451-3110 Email: [email protected]

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About Everest Group

Everest Group is an advisor to business leaders on the next generation of global services with a worldwide reputation for helping Global 1000 firms dramatically improve their performance by optimizing their back- and middle-office business services. With a fact-based approach driving outcomes, Everest Group counsels organizations with complex challenges related to the use and delivery of global services in their pursuits to balance short-term needs with long-term goals. Through its practical consulting, original research, and industry resource services, Everest Group helps clients maximize value from delivery strategies, talent and sourcing models, technologies, and management approaches. Established in 1991, Everest Group serves users of global services, providers of services, country organizations, and private equity firms in six continents across all industry categories. For more information, please visit www.everestgrp.com and research.everestgrp.com.

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Documents

Enterprise cloudadoption