Digital Workplace of the Future - fujitsu.comISG Provider Lens™ Archetype Report | December 2018. 5 How to Use This Report This report is intended to provide advice founded on ISG’s

Digital Workplace of the Future

A research reportaligning enterpriserequirements andprovider capabilities

December 2018

ArchetypeReport

Customized reprint courtesy of:

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Note: Only use before TOC

ISG Provider Lens™ Archetype Report | December 2018

© 2018 Information Services Group. Inc. All Rights Reserved.

About this ReportInformation Services Group Inc. is solely responsible for the content of this report.

Unless otherwise cited, all content, including illustrations, research, conclusions,

assertions and positions contained in this report were developed by and are the sole

property of Information Services Group Inc.

The research and analysis presented in this report include research from the ISG Pro-

vider Lens™ program, ongoing ISG Research programs, interviews with ISG advisors,

briefings with services providers and analysis of publicly available market information

from multiple sources. The data collected for this report represents information

that was current as of December 6, 2018. ISG recognizes that many mergers and

acquisitions have taken place since that time, but those changes are not reflected in

this report.

All revenue references are in U.S. dollars ($US) unless noted.

The lead author for this report is Mrinal Rai. The editor is Jan Erik Aase. The research

analyst is Rahul Basu and the data analyst is Bhanwar Chauhan.

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Contents© 2018 Information Services Group, Inc. All rights reserved. Reproduction of this publication in any form without prior permission is strictly prohibited. Information contained in this report is based on the best available and reliable resources. Opinions expressed in this report reflect ISG’s judgment at the time of this report and are subject to change without notice. ISG has no liability for omissions, errors or completeness of information in this report. ISG Research™ and ISG Provider Lens™ are trademarks of Information Services Group, Inc.

1 Executive Summary

3 Introduction

11 Digital Workplace of the Future

13 AD-HOC Archetype

19 Transformation-oriented Archetype

25 Cloud-enabled SaaS Workspaces Archetype

31 Digital Collaborative Archetype

36 Next-gen Workplace Archetype

42 Service Providers Across Archetypes

45 Guidance

48 Appendix

49 Methodology

52 Additional Relevant Digital Workplace Services Providers

Section Name

11

EXECUTIVE SUMMARYPersonal Digital Secretary For EveryoneA machine is anything that reduces human effort and makes it more efficient. Technolog-ical advancements in the recent few years have solidified the above belief. The current digital technologies aim at reducing human efforts in mundane tasks and atenabling people to focus on more value-added work that could differentiate the output generated by humans from that from a machine. Whatever can be automated is getting automated. “Can this process or system be automated?” or “How can this process or system be automated” are frequently asked questions within enterprises.

Modern workplace technologies are heavily influenced by digital and automation tech-nologies and are moving toward a man-machine maturity model. In this model, tasks and processes with high automation potential are handed over to a cognitive intelligent machine system that can provide operational efficiency and reduce cost. These intelligent machines and automated systems also enhance the experience for end users and enable them to explore higher value-added work. With digital and automation technologies,

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having a personal secretary is no longer a luxury that only senior executives can afford. Modern digital workplace technologies provide every worker with a personal digital secretary that can assist by taking over mundane tasks to help the user explore value-added work and advance their career.

An AI-based virtual chat agent is the simplest example of a personal digital secretary. A basic virtual agent can assist in creating an IT service desk ticket based on end user’s interaction over chat. A slightly advanced virtual agent could book meetings on users’ behalf. A highly advanced agent could identify end users’ sentiments from chat input and then suggest issue solutions. Highly intelligent virtual agents also can interact with proactive systems and predictive analytics solutions working in the background and can warn users of excessive use or an upcoming computing power crisis. Such an offering would result in higher end-user satisfaction and improved productivity.

Another example of automation and intelligent technologies can be seen in field services, where an agent need not travel to a user’s desk or other onsite location to assist in device support. By using digital technologies like augmented and virtual reality, a remote user can very effectively aid end users. These services provide considerable cost reductions.

Smart offices and meeting rooms are more examples where intelligent automation is transforming the workplace environment. Smart unified communication and collaboration technologies can deduce conversation context and can also take notes from an actual live meeting. End users experience the changes in physical workplace treatment according to their user role and persona.




Executive Summary

In addition to cognitive automation, consumerization is also affecting how workplace technologies are transforming user experience. The growing use of smart phones with cloudifying and "appifying" information access leads to end users expecting similar treatment at workplace. The pay-per-use model is also creating new service delivery models for enterprises.

Automation and analytics technologies are disrupting all major workplace services areas. Automated analytics and intelligence can help provide efficient IT service desk or IT support services. Augmented reality and virtual reality (AR/VR) technologies are providing cost advantages for onsite field support. Enterprises are also considering opex model cover device procurement, provisioning, management and refresh in a pay-per-use model, which is making device-as-a-service popular. Endpoint management services are extending their focus to support the increasing use of smart wearable devices. Technologies like artificial intelligence (AI) and machine learning (ML) can monitor traffic at each endpoint and recognize threats in the device ecosystem. Only issues that are not being automatically resolved will be escalated to human agents. End-user system use analytics also empower cloud-based virtual desktop services, or desktop-as-a-service offerings, to automatically scale to support additions and reductions in the end user population. Automated solutions like chatbots can connect with a variety of interaction channels like Amazon Alexa, Microsoft Cortana and Google Assistant to provide end users with a consumer-like experience in the workplace.

Different enterprises aspire to transform their workplace environments exhibit different characteristics according to their digital maturity. Based on the workplace environment complexity and level of enterprise IT integration with business, ISG classifies five types of enterprise behavior toward workplace transformation. They are shown in Figure 1.

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Each enterprise behavior type is affected by the increasing automation and maturity of its digital personal secretary. As enterprise clients mature from a legacy environment to digital one, their workplace automation and analytics also mature. As they mature, the personal digital secretary defining the workplace environment could handle more complex scenarios and offer higher cognitive intelligence.


Digital Workplace Archetypes in Context.

Workplace Trend

Legacy Digital

High

IT Integration With Business

Com

plex

ity

ofEn

viro

nmen

t

Archetype 2 Transformation-Oriented

Archetype 1Ad-hoc

Archetype 4Digital

Archetype 3Cloud-EnabledSaaS Workspaces

Archetype 5Next-GenWorkplace

HighIT function as a true

business differentiator tied

with ROI

Cloud and mobile-based workplace with more focus on apps and data (tied with RoI) than on end users ordevices/platforms

High number of end users with complex and diverse set of requirement and end user devices/platforms

LowSiloed, disjointed IT function. Largely seen at a cost center

Fig 1


IntroductionThis ISG Provider Lens™ report summarizes the relative capabilities of 22 digital workplace service providers and their abilities to address the requirements of the five typical, frequently encountered categories of enterprise buyers (archetypes). Each archetype represents a unique set of business and technological needs and challenges.

Our research found no shortage of providers with capabilities adequate to satisfy the digital workplace needs across most user archetypes. This is due in large part to two core realities regarding the archetypes:

� The characteristics of each archetype are moving targets because, while the core requirements rarely change, the relative importance of different requirements can vary based on business and technology environment changes.

� Most enterprises, especially larger firms, tend to have multiple archetypes within their organizations. As each archetype’s requirements evolve based on business and technological changes, so too does the presence and value of each archetype within the enterprise. Therefore, enterprises have an ongoing series of choices when it comes to workplace services provider selection. They will need to strike a balance between optimal business value and the relative cost of the provider engagement, integration and management. Market changes, new business models, fluctuating economic factors and other variables will continually add to and subtract from user needs.

The assumption that an organization fits solely within a single archetype will limit the value received over time from workplace services. For providers, slotting customers into a single archetype and failing to anticipate that their needs will change can prevent effective value from being delivered, leading to customer frustration and dissatisfaction.

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Introduction

About This Research This report uses research and analysis from ISG’s long-running work with enterprise clients and ITO services providers to identify and examine key changes in, approaches for and buyers of digital workplace services. We map the user-side requirements to provider-side offerings and capabilities. Not every user enterprise has the same requirements. In this report, we use five buyer archetypes – detailed in the following sections – to identify and assess buy-side requirements for business value relative to provider-side offerings and capabilities. All revenue references are in U.S. dollars ($US) unless noted.

The assessment methodology has been developed and refined over several years of working with buyers to understand and articulate their services requirements and from working with service providers to understand how those buyer requirements influence the development of suitable solutions and go-to-market strategies.

This report assesses the capabilities of 22 providers. Some service providers that are typically included in our work are not included in this report because they were unable to or declined to participate. They may be included in future versions of this report, based on merit and on the service providers’ willingness to provide current and relevant materials. Readers should not make any inferences based on a service provider’s absence from this report.

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How to Use This Report This report is intended to provide advice founded on ISG’s experienced-based, proprietary assessment of service providers’ relative suitability to the needs of the typical digital workplace customer. This advice is then applied across each of the five archetypes as profiled. No recommendation or endorsement is indicated, suggested or implied. Clients must make the decision to engage with any provider based not only on their specific, current workplace needs, but also on other factors such as cost, culture and timing.

This report is organized as follows:

Client Archetype Descriptions – This section identifies and describes the most common user-side archetypes that we have identified in our ongoing research and analysis.

Assessments by Archetype – These sections first detail each of the client archetypes, along with the types of service offerings that each typically requires to realize the most business value. Each archetype section includes our assessment of the relevant capabilities and positioning of the service providers surveyed and interviewed. It covers the relative suitability of the providers for each archetype based on the information they have provided to ISG. These assessments are developed using the data, analysis and comparative methodology described in the methodology section.

Methodology – In this section, we outline and explain how we developed and applied the data, analysis and insights provided in this report.

Please note: This report presents service providers’ known capabilities in the context of user enterprises’ typical project needs (which are categorized as specific archetypes). This report is not meant to rank providers or to assert that there is one top provider with capabilities that can meet the requirements of all clients that identify themselves as a particular archetype.

Introduction



CLIENT ARCHETYPE DESCRIPTIONSClient archetypes used in this report (and in our ongoing advisory and consulting engagements) represent the various types of clients ISG has observed and how we classify them according to their relative outsourcing maturity and objectives. Each client archetype encapsulates the typical characteristics of a specific type of buyer that is looking to outsource one or more processes or functions. The use of archetypes enables us to develop sets of characteristics and needs that can be applied uniformly and repeatedly across multiple environments, industries, provider types and other variables within one service line.

The archetypes are not meant to be comprehensive examinations of all potential or likely client situations and requirements. They are meant to provide a simple, relevant and repeatable set of user-side requirements against which a similarly simple, relevant set of provider capabilities can be assessed.

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The archetypes included in our reports are based on the most current marketplace knowledge regarding prevalent buy-side goals, resources, initiatives and requirements. Archetype characteristics are also developed (and refined over time) based on our advisory and consulting work with enterprise clients and IT service providers, and on our global business IT market research and advisory programs.



Client Archetype Descriptions

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TRANSFORMATION-ORIENTED ARCHETYPE Automation ExplorersThe transformation-oriented clients have a complex workplace environment and their enterprise IT function is not fully integrated with business-led objectives. These clients are on the journey of major workplace transformation. They adopt transformative initiatives to improve their IT service delivery and achieve operational efficiency. These clients have either integrated, or are in process of integrating, mobility within their workplace environment, and are considering its different aspects including security and BYOD. These clients are automation explorers and are experimenting with different automation technologies to achieve operational and cost benefits. These enterprises are usually at Bot 1.0 stage*.

AD-HOC ARCHETYPEAutomation StartersThe ad-hoc clients usually have a highly complex workplace environment with heavy dependency on legacy devices and technology. These clients also have a highly disjointed enterprise IT function that is considered mostly as a cost center, not a value generator. These clients undertake a workplace transformation initiative because of an ad-hoc requirement, such as technology obsolescence or an immediate need to overhaul enterprise IT following a merger or divesture. These are risk-averse organizations that would usually avoid large-scale workplace transformation. From the automation perspective, these clients understand the potential but are too cautious of the changes and transformation effort that would follow. These enterprises are at Bot 0.0 stage*.



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CLOUD-ENABLED SAAS WORKSPACES ARCHETYPE Contextualized Automation-focusedCloud-enabled SaaS workspaces clients are accelerating the omnipresent SaaS-based workspace adoption. These clients focus on an AAA (anytime-anywhere-any device/platform) workplace environment. These clients have identified end user personas and are increasingly looking at creating a persona-focused workplace. Cloud-enabled SaaS workspaces clients aim for productivity improvement in addition to cost optimization.

To deliver legacy applications on modern devices, these clients look for virtual desktop infrastructure (VDI) on cloud solutions. They also consider providing consumer-like experience to end users by providing features like an enterprise app store. From an automation perspective, these clients focus on contextualized persona specific automation initiatives. These enterprises are mostly at Bot 2.0 stage*.

DIGITAL COLLABORATIVE ARCHETYPEAutomation ExpertsDigital collaborative clients have a simplified and digitally dexterous workplace environment. Enterprise IT is deeply integrated with business for these clients. These clients look for reaping business benefits from a collaborative workplace. End users expect consumer-grade experience from enterprise IT. The Digital collaborative clients are automation experts and usually explore the next-gen cognitive technologies. These enterprises are at the Bot 2.0 or even Bot 3.0 stages*.


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NEXT-GEN WORKPLACE ARCHETYPEAutomation ExpertsThe next-gen workplace organizations are large, matured outsourcing clients that have a highly distributed complex workplace environment. These clients keep a tab on emerging technologies and are always looking at ways to leverage newer technologies for business and productivity gains. Enterprise IT is strategically important for business for next-gen workplace clients. They look for digital workplace solutions that are oriented to achieving business objectives and enabling business growth. These clients are automation experts, though they mostly fell somewhere between Bot 1.0 and Bot 2.0 stages*.




10103ISG Confidential. © 2018 Information Services Group, Inc. All Rights Reserved.

Second Chart

Password reset Basic

automation

Ad-Hoc Archetype

Self-service portal Automated virtual agent Automated issue

resolution Automated Windows 10

migration Self-help knowledgebase Predictive analytics

Transformation-Oriented Archetype

Smart offices AR/VR-based onsite

support Proactive Monitoring Real-time end user

experience monitoring

Automated contextual access

Persona-based app store, consumerization

Automated desktop/ app provisioning

Automated collaboration

Shared workspaces Sentiment analysis Intelligent email

advisor Cognitive intelligence

Cloud-Enabled SaaS Workspaces Archetype

Digital Collaborative Archetype

Next-Gen Workplace Archetype Enterprise Culture:focus on security,simplifying complexities,automationat-scale

SMB culture:openness,shadow IT encouragement,shared workspaces,focus on improvingend-users’digital dexterity

Workplace Transformation journey

Bot 0.0 Bot 1.0Bot 2.0

Bot 3.0

Personal Digital Secretary Digital Workplace Services Capabilities for Every Archetype


Fig 2

Digital Workplace of the Future Archetypes

ISG Provider Lens™ Archetype Report | December 2018 Preface

SOCIAL ENTERPRISE NET-WORKING SUITES

It is a pleasure to recognize Fujitsu’s leadership position in prominent workplace client archetypes: Ad-hoc, Transformation-oriented, Cloud-enabled SaaS workspace and Next-gen workplace archetypes. Fujitsu’s digital workplace services help enterprises reap benefits of a connected, collaborative and innovative workplace environment supported by intelligent automation services. It has experience in delivering high performing, cost-effective, flexible and secured workplace environments for both mid-sized and large-sized enterprises.

It is also identified as a prominent noteworthy provider for the Digital collaborative archetype. Fujistu’s strong global service delivery capabilities along with its focus towards artificial intelligence and automation is well-suited for every stage of client workplace transformation.

When we conducted the workplace archetype study last year, we recognized Fujitsu leading the two archetypes: Ad-hoc and Transformation-oriented. Fujitsu has strongly improved its market positioning in the digital workplace archetypes in the last 12

months. It has strong experience in delivering workplace transformation for clients taking cautious steps in new technology adoption. With its capabilities to serve clients with heavy legacy setup, Fujitsu has retained its position as a leader for the Ad-hoc archetype. Its Social Command Center provide a service desk empowering users with self-service capabilities and it enables Fujitsu to maintain its leadership in the Transformation-oriented archetype.

This year, with its cloud-based mobility solutions and vDaaS offering, it is recognized as a leader in the Cloud-enabled SaaS workspace archetype as well. Its automation, analytics and intelligent engineering services provides proactive monitoring and smart workspace solutions. Fujitsu also follows a client-centric approach with ‘co-creation’ as a theme to understand industry specific requirements and challenges. These capabilities position it as a best fit for the Next-gen workplace archetype clients as well.

ISG believes that Enterprises are considering emerging trends like cloud-based desktop virtualization, enterprise social collaboration and unified endpoint management. Fujitsu is uniquely positioned to serve these upcoming and evolving enterprise needs. The company has strong roots in the end user computing domain, service desk and desktop virtualization. Its focus on AI technologies and co-creation with clients enable it to provide end user experience evaluation in a data-driven way.

PREFACE


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AD-HOC ARCHETYPE

Ad-hoc archetype clients are heavily dependent on legacy systems and applications. These clients usually have a highly complicated workplace environment consisting of obsolete applications and devices. The ad-hoc clients don’t prioritize improving the digital dexterity of their end users. These clients want to avoid the overhaul transformation that is often required for tech-savvy end users. Ad-hoc clients often approach workplace transformation in the event of systems failure and technology obsolescence. Another example of ad-hoc archetype client are organizations trying to restructure their enterprise IT function following a merger, acquisition or divesture. The most common traits of an ad-hoc archetype client are that IT systems are disjointed silos, and the IT organization is largely seen as a support function and cost center. These clients often tend to source workplace transformation services without realizing the full potential that could extend beyond the boundaries of traditional IT support.


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Ad-hoc Archetype Client Characteristics: How to Identify Ad-hoc Clients?


Fig 3

Devices and Technology

Devices and End users

End Users

Business Strategy

Business Strategy

What defines client’s workplace environment ?

Top three drivers for transforming workplace: � Manage existing workplace environment (RUN as is)

� Reduce operational expenditure

� Reduce headcount through automation in Service Desk

Can the enterprise suggest and decide on different end user personas in its organization?

Enterprise doesn’t have persona segmentation, and believes in a ‘One size fits all’ workplace

Enterprise has set defined end users personas based on roles and responsibilities.

Enterprise has varying end users’ needs even within each user persona

Why the client wants to take on a journey of Windows 10/ Office 365 /VDI/Yammer/Slack, etc.?

� Because the technologies are obsolete and need overhaul

� Because these new technologies are of interest to millennials

� Because the client sees business value in implementing these technologies

Automation Level Inclusion Priority

Improving self-help features in IT support Low

Predictive analytics and proactive monitoring for ‘shift-left’ approach NA

AI-enabled virtual assistant for employees NA

Smart office building solutions, intelligent meeting rooms NA

Augmented reality, virtual reality for field workers NA

Contextualization based on user personas NA

What is the level of automation technologies the client would like to include in the workplace environment and what is the priority?

Who is involved in workplace transformation initiatives and to what extent?

Envisioning

CIO or Chief of operations

Implementation Maintenance

Ad-Hoc Archetype


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� Manage increasing number of diverse devices. � High performance and low cost for IT support and

service desk services � Managing operations in the as-is state with

minimum disruption. � IT consolidation after M&A and divesture � Compliance to industry-specific regulations and

security requirements. � Enable mobility for VIP support. � Automation of basic and most common support

issues, like password reset.

Ad-hoc Archetype Client Objectives

Ad-hoc Influence of Provider Capabilities

Size based on relative current importance in the archetype profile


Fig 4

Increase in future influence Decrease in future influence

Client growth

rate

Vision and focus towards Ad-hoc clients

Devices managed Experience with Ad-hoc clients

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ISG Provider Lens™ Archetype Report | June 2018Section Name


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Of the 22 service providers included in our research, we found that eight stand out above the others as matching the ad-hoc archetype based on our assessment of their capabilities as described in the Methodology section in the Appendix. These eight, referred to as Archetype Leaders, and their relevant capabilities are presented in Figure 5, and briefly examined in the following sections. Note: The service providers listed are arranged in alphabetical order. No ranking is implied

Ad-hoc Archetype LeadersFig 5


Item 1 Item 2 Item 3 Item 4 Item 5 Item 6

CSC 3 4 3 2 3 4

HP Enterprise 3 3 4 2 3 3

Infosys 4 3 3 3 4 3

KPIT 4 4 4 2 4 4

L&T Infotech 3 4 4 2 3 4

Mindtree 3 4 2 4 3 4

Syntel 4 4 2 3 4 4

UST Global 3 3 1 4 3 3

ValueLabs 4 4 2 4 4 4

4 Score 4 out of 4 3 Score 3 out of 4 2 Score 2 out of 4 1 Score 1 out of 4

Vision and Focus Towards Ad-hoc Clients

Experience with Ad-hoc Clients Client Growth Rate Devices Managed

Atos 1 4 2 4

Computacenter 2 4 3 3

DXC 1 4 2 4

Fujitsu 3 3 4 4

HCL 3 3 4 4

Mphasis 2 2 3 3

Unisys 1 4 2 4

Wipro 3 3 2 4

ISG Provider Lens™ Archetype Report | December 2018 Ad-Hoc Archetype

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FujitsuFujitsu has strong credentials in delivering managed workplace services globally. It has many clients that fall under the ad-hoc archetype from many industries, including manufacturing, utilities, financial services and retail. Fujitsu has helped these clients with its global multilingual service desk and legacy environment migration services. Fujitsu manages over 8 million devices and 2.7 million users around the world. It has global delivery centers and regional service desk locations in key countries that support more than 23 languages.

The company has strong capabilities to serve clients with legacy in-house applications and infrastructure and limited adoption of cloud and mobility. Fujitsu leverages its application modernization, consulting and end-to-end capabilities to service clients that are at the initial stages of digital transformation. The company attempts to help ad-hoc clients to transition, transform and get the most out of existing and new technology investments. Its Social Command Center service desk service acts as a digital personal assistant with intelligence and automation to streamline requests and processes for end users.

ISG Provider Lens™ Archetype Report | December 2018 Ad-Hoc Archetype

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OTHER NOTEWORTHY PLAYERS – AD-HOC ARCHETYPESome other providers scored high in one or more areas that are important for the ad-hoc archetype client. However, they were not categorized as Leaders for this archetype because they did not rate high in enough categories.

Noteworthy providers (services providers with a high score in one or more categories) for ad-hoc archetype clients are:

Other Noteworthy Players – Ad-Hoc ArchetypeFig 6

Vision and Focus Towards Ad-hoc Clients

Experience with Ad-hoc Clients

Client Growth Rate Devices Managed

Hexaware Cognizant Cognizant Cognizant

ITC Infotech NTT DATA Hexaware IBM

LTI IBM TCS NTT DATA

NTT DATA Getronics Tech Mahindra Getronics

Getronics (Pomeroy) TCS Zensar TCS

UST Global Tech Mahindra Tech Mahindra

Zensar Zensar

Ad-Hoc ArchetypeISG Provider Lens™ Archetype Report | December 2018

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TRANSFORMATION- ORIENTED ARCHETYPE


Transformation-oriented archetype clients have complex workplace environments with a disjointed enterprise IT function and they focus on improving operational efficiency and saving costs. These clients understand the differences in end user personas for workplace technology usage. Transformation-oriented clients have embraced the mobility and BYOD culture and are considering options to successfully manage the same. Their workplace managed services focus heavily on managing devices and providing omnichannel support.

Transformation-oriented clients are explorers of automation technologies and are often considering using automation and analytics to improve operational efficiency and decrease cost. These clients would like to adopt a “shift left” strategy to reduce the instances of Level 1 tickets and eliminate Level 0 tickets through self-help. They also adopt self-help automation to enable end users to migrate from legacy operating environments. To achieve end user satisfaction and provide consumer-grade experience, transformation-oriented archetype clients will also consider using on-site support and tech café services.


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Transformation-oriented Archetype Characteristics: How to Identify Transformation-oriented Clients?

Top three drivers for transforming workplace: � Reduce operational expenditure

� Improve efficiency of internal IT support through automation

� Enabling my field workers with mobility but ensuring data integrity and security






� Because the technologies are obsolete and need overhaul

� Because these new technologies can achieve strong operational efficiencies



Improving self-help features in IT support High

Predictive analytics and proactive monitoring for ‘shift-left’ approach High

AI-enabled virtual assistant for employees High



Contextualization based on user personas NA



Envisioning


Implementation Maintenance

Fig 7

Devices and End users End UsersDevices and

Technology Business Strategy



� Workplace assessment and end user persona segmentation.

� Integration of mobility with legacy applications.

� Automated DIY enabled self-services to reduce support ticket volumes.

� Transition and migration to new and improved workplace environment.

� Enabling a smooth consumer-grade workplace support experience.

Transformation-oriented Archetype Client Objectives

Fig 8

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Transformation-oriented Archetype Influence of Provider Capabilities


Transformation-Oriented Archetype



Vision, Experience and Focus With this Archetype

Managed Mobility Services Portfolio

Managed Workplace Services Portfolio

Automation Focused Workplace Support

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Of the 22 services providers included in our research, we found 14 that stand out above the others as matching the transformation-oriented archetype based on our assessment of their capabilities as described in the Methodology section in the Appendix. These 14, referred to as Archetype Leaders, and their relevant capabilities are presented in Figure 9, and briefly examined in the following sections. Note: The service providers listed are arranged in alphabetical order. No ranking is implied.

Transformation-oriented LeadersFig 9



CSC 3 4 3 2 3 4


Infosys 4 3 3 3 4 3

KPIT 4 4 4 2 4 4



Syntel 4 4 2 3 4 4




Vision, Experience and Focus with Transforma-tion-oriented archetype


Managed Mobility Services portfolio

Automation-focused Workplace Support

Atos 3 4 3 4

Cognizant 2 4 3 3

Computacenter 4 3 2 2

DXC 3 4 4 4

Fujitsu 3 4 4 4

HCL 3 3 3 4

Hexaware 2 3 2 4

Getronics (Pomeroy) 3 4 3 2

IBM 2 4 4 4

NTT DATA 1 4 2 3

TCS 3 3 3 4

Unisys 2 4 3 3

Wipro 3 4 3 4

Zensar 2 2 2 4

Transformation-Oriented ArchetypeISG Provider Lens™ Archetype Report | December 2018

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FujitsuFujitsu’s service intelligence, automation and digital workplace services are well-suited for transformation-oriented archetype clients. The company provides a multitude of support services including onsite field support with 15,000 engineers in more than 180 countries from four follow-the-sun coordination hubs and 1,550 partners. Fujitsu also offers clients a walkup center called Connect-IT Bar. Fujitsu’s RPA practice provides a digital workforce to autonomously complete repetitive, rule-based processes. Its XpressWay consulting approach helps clients implement RPA-based digital workforce services in the workplace. Digital workforce systems have led to a 45 percent reduction in calls, and approximately 72,000 tickets have been closed without human intervention.

Fujitsu has strong examples of clients in the transformation-oriented archetype from the oil and gas and manufacturing industries. These clients were looking for cost optimization, IT services consolidation and improved productivity. Fujitsu helped them by providing variety of services like identifying processes fit for automation, enabling end users to provision devices and applications, and service desk consolidation.


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Some other providers scored high in one or more areas that are important for the transformation-oriented archetype client. However, they were not categorized as Leaders for this archetype because they did not rate high in enough categories.

Noteworthy providers (services providers with a high score in one or more categories) for transformation-oriented archetype clients are:

OTHER NOTEWORTHY PLAYERS – TRANSFORMATION-ORIENTED ARCHETYPE

Other Noteworthy Players – Transformation-Oriented ArchetypeFig 10

Vision, Experience and Focus with Transforma-tion-oriented Archetype


Managed Mobility Services Portfolio

Automation-focused Workplace Support

Infosys Accenture Accenture Accenture

ITC Infotech Infosys Dimension Data Infosys

Mphasis ITC Infotech Tech Mahindra

UST Global Tech Mahindra


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CLOUD-ENABLED SAAS WORKSPACES ARCHETYPE


Cloud-enabled SaaS workspaces archetype clients focus on transitioning toward a pure operating expense (OpEx) model. These clients adopt the software-as-a-service approach for workplace delivery, where the end-user interface is available on the cloud and accessible on any device or platform. These clients also look for business application mobilization and focus on application refactoring and containerization. The cloud-enabled SaaS workspaces clients intend to provide an integrated app store-like feature to their end users through a self-help-based service catalog. They also focus strongly on contextualized workplace service delivery. This requires profile and rights-based access provided through mobile device management (MDM) or mobile application management (MAM). Cloud-enabled SaaS workspaces clients also are often interested in virtualized desktop delivery over cloud, or desktop-as-a-service.

For a cloud-enabled SaaS workspaces archetype client, adopting transformative cloud technology is not motivated just by cost savings, but by leveraging the technology for competitive advantage.


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Cloud-enabled SaaS Workspaces Archetype Characteristics: How To Identify Such Clients?

Top three drivers for transforming workplace: � Enabling my mobile workers with AAA environment

� Ensuring identity-based contextual access

� Consumer-like experience






� Because the technologies enable AAA access

� Because these new technologies attract millennials




Predictive analytics and proactive monitoring for ‘shift-left’ approach Medium




Contextualization based on user personas High


End Users and

applications


Devices and End users Business

Strategy


Fig 11


Envisioning Implementation Maintenance


LoB or Business owners/ HR

Cloud-Enabled Saas Workspaces Archetype


2727

� Cloud readiness assessment with application migration to cloud.

� Security consideration at device and application levels for providing role-based/persona-based access.

� Anytime-anywhere-any device (AAA) access to work-place for enhancing end user experience.

� Moving from a CapEx to OpEx based model.

� Providing user services in e-commerce fashion, and charging the services on a per-user, per-month model.

Cloud-enabled SaaS Workspaces Client Client Objectives


Cloud-enabled SaaS Workspaces Influence of Provider Capabilities


Fig 12


Secured application and

devices

Vision and focus towards the archetype

End user experienceWaaS solution

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Of the 22 services providers included in our research, we found 12 that stand out above the others as matching the cloud-enabled SaaS workspaces archetype based on our assessment of their capabilities as described in the Methodology section in the Appendix. These 12, referred to as Archetype Leaders, and their relevant capabilities are presented in Figure 13, and briefly examined in the following sections.

Note: The service providers listed are arranged in alphabetical order. No ranking is implied.

Cloud-enabled SaaS Workspaces Archetype LeadersFig 13



CSC 3 4 3 2 3 4


Infosys 4 3 3 3 4 3

KPIT 4 4 4 2 4 4



Syntel 4 4 2 3 4 4




Vision and Focus Towards Cloud-enabled

SaaS Workspace Archetype

Secured Applications and Devices WaaS Solution End User Experience

Accenture 3 3 2 4

Atos 2 4 2 4

Cognizant 3 3 3 3

DXC 2 4 2 4

Fujitsu 2 4 4 3

HCL 3 3 4 3

IBM 4 4 4 4

NTT DATA 4 3 4 3

Tech Mahindra 3 3 3 2

TCS 4 3 3 4

Unisys 3 4 2 3

Wipro 3 4 3 4

Zensar 2 3 2 3

Cloud-Enabled Saas Workspaces ArchetypeISG Provider Lens™ Archetype Report | December 2018

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FujitsuFujitsu has many examples from clients in the cloud-enabled SaaS workspaces archetype category. It offers cloud-based mobility management services and cloud-based desktop virtualization services. Its managed cloud workplace offerings deliver device agnostic user satisfaction in BYOD/ COPE/ CYOD environment. It also provides application agnostic delivery via Azure and Office365 application delivery. It also provides evergreen services to provide software updates and consistent security policies. Its app store integration services provide on-demand usage promoting service catalog.

Fujitsu’s enterprise mobility management portfolio includes a range of customizable solutions and industrialized mobile services.

Fujitsu also has vDaaS, a cloud-based virtual desktop service offering from any cloud environment, be it private, hybrid or public cloud. Fujitsu’s vDaaS is a productized service that can be augmented with the company’s own managed services portfolio, including Social Command Center, Intelligent Engineering, cybersecurity and Office 365 services. Fujitsu has some strong examples of delivering cloud-based mobility enabled services to its clients. It also has examples of successfully deploying the vDaaS offering to give clients true OpEx benefits.


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OTHER NOTEWORTHY PLAYERS – CLOUD-ENABLED SAAS WORKSPACE Some other providers scored high in one or more areas that are important for the cloud-enabled SaaS workspaces archetype client. However, they were not categorized as

Leaders for this archetype because they did not rate high in enough categories. Noteworthy providers (services providers with a high score in one or more categories) for

cloud-enabled SaaS workspaces archetype clients are:

Other Noteworthy Players – Cloud-Enabled Saas Workspace Fig 14

Vision and Focus Towards Cloud-enabled SaaS

Workspace Archetype

Secured Applications and Devices

WaaS Offering End User Experience

Computacenter Computacenter Infosys Computacenter

Hexaware Mphasis Dimension Data Hexaware

LTI Getronics (Pomeroy) Infosys

Getronics (Pomeroy) Infosys LTI

Infosys Dimension Data

ITC Infotech

Mphasis


3131

DIGITAL COLLABORATIVE ARCHETYPE


Digital collaborative archetype clients have a simplified workplace environment. These clients understand the diversity in end user preferences and personas. These clients draw inspiration from the consumer world and consider measures to provide end users a similar comfort level with their work applications and data. They are comparatively mature in terms of enabling an overarching change management and technology adoption program. Digital collaboration archetype clients explore the collaboration aspect of digital workplace and focus on leveraging technology to enable a collaborative workplace environment that encompasses not only the current workforce, but also extends to external ecosystem. These clients focus on building a cutting-edge, technology-focused workplace to attract millennial, digital-native talent. For the digital collaborative clients, enterprise IT is deeply integrated with business, and IT strategy defines the business strategy.


3232



Digital Collaborative Archetype Characteristics: How To Identify This Client?

Top three drivers for transforming workplace: � Consumer-Like Experience

� Improve collaboration so end-users benefit from each other’s knowledge

� To have high retention rate and attract new talent






� Because there is business value in implementing these technologies

� Because these technologies foster collaboration




Predictive analytics and proactive monitoring for ‘shift-left’ approach Medium


Smart office building solutions, intelligent meeting rooms Medium

Augmented reality, virtual reality for field workers Medium



End Users and

applications


Devices and End users

Business Strategy






CXO

Fig 15



3333

� Leverage collaboration technologies to extract the best value out of digital workplace.

� Change management and technology adoption to enhance/improve end users’ digital dexterity.

� Extensive use of automation and cognitive technologies to measure and enhance end user experience.

� Innovative approach towards generating new ROI and business models by transforming workplace.

� Dynamic workplace transformation for agile and flexible business requirements.

Digital Collaborative Archetype Client Objectives


Digital Collaborative Archetype Influence of Provider Capabilities


Fig 16


Innovation potential

Focus and Experience with

digital native clients

Cognitive AI for workplace

Workplace consulting and change adoption

Workplace social collaboration

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Of the 22 services providers included in our research, we found nine that stand out above the others as matching the digital collaborative archetype based on our assessment of their capabilities as described in the Methodology section in the Appendix. These nine, referred to as Archetype Leaders, and their relevant capabilities are presented in Figure 17, and briefly examined in the following sections. Note: The service providers listed are arranged in alphabetical order. No ranking is implied.

Digital Collaborative Archetype LeadersFig 17



CSC 3 4 3 2 3 4


Infosys 4 3 3 3 4 3

KPIT 4 4 4 2 4 4



Syntel 4 4 2 3 4 4




Focus and Experience with

digital native clients

Workplace Consulting and

Change Adoption

Workplace Social Collaboration

Cognitive AI for Workplace Innovation Potentia

Accenture 4 4 3 3 4

Atos 1 3 3 3 4

Cognizant 3 2 2 3 4

DXC 2 2 2 3 3

Dimension Data 3 2 2 1 3

HCL 2 3 2 3 3

IBM 4 4 3 4 4

LTI* 2 4 4 2 4

TCS 3 3 2 3 3

Digital Collaborative ArchetypeISG Provider Lens™ Archetype Report | December 2018

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OTHER NOTEWORTHY PLAYERS – DIGITAL COLLABORATIVE ARCHETYPESome other providers scored high in one or more areas that are important for the digital collaborative client. However, they were not categorized as Leaders for this archetype because they did not rate high in enough categories.

Noteworthy providers (services providers with a high score in one or more categories) for digital collaborative clients are:

Other Noteworthy Players – Digital Collaborative ArchetypeFig 18

Focus and Experi-ence with Digital

Native Clients

Workplace Consulting and

Change Adoption

Workplace Social Collaboration

Cognitive AI for Workplace

Innovation Potential

Hexaware Infosys Hexaware Fujitsu Fujitsu

Infosys NTT DATA Infosys Infosys Hexaware

Tech Mahindra Tech Mahindra NTT DATA NTT DATA

Unisys Unisys Wipro Tech Mahindra

Wipro Wipro Zensar Unisys

Zensar Wipro

Zensar

Digital Collaborative ArchetypeISG Provider Lens™ Archetype Report | December 2018

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NEXT-GEN WORKPLACE ARCHETYPE


The next-gen workplace archetype clients have huge diversified workforces, with varying end user needs. These clients understand the changing preferences and motivating factors for their end users. They value their end user experience and give high priority to enable end users’ digital dexterity. These clients look at transitioning from CapEx to OpEx models for their enterprise IT service delivery.

The enterprise IT function of a next-gen workplace archetype client is strategically integrat-ed with business functions. Different line-of-business functions consider enterprise IT as an enabler for improving end user productivity and generating new ROI streams.

Next-gen workplace archetype clients want to make best use of automation, analytics and emerging technologies like artificial and cognitive intelligence. They leverage these technologies to make their workplace environment connected, contextualized and smart. A next-gen workplace archetype client is mature in terms of sourcing its enterprise IT-related services. These clients often use a focused operating expense business model to minimize sunk technology costs for owned devices.


3737



Next-gen Workplace Archetype: How To Identify This Client?

Top three drivers for transforming workplace: � Consumer-Like Experience

� To attain Business Competitiveness

� Improve collaboration so end-users benefit from each other’s knowledge






� Because there is business value in implementing these technologies


� Because these technologies foster collaboration



Predictive analytics and proactive monitoring for ‘shift-left’ approach High


Smart office building solutions, intelligent meeting rooms High

Augmented reality, virtual reality for field workers High



End Users and applications Business StrategyDevices and

TechnologyDevices and End users






CXO

Fig 19

Next-gen Workplace Archetype


3838

� Digital workplace transformation for LOB business functions.

� CapEx to OpEx model.

� Future-ready model for a connected and smart workplace.

� High focus on end user experience enhancement.

� Continuously evolving digital workplace as per user requirements.

Next-gen Workplace Archetype Client Objectives


Next-gen Workplace Archetype Influence of Provider Capabilities


Fig 20


Cognitive smart

workplace

Non CIO Packaged Opex focused service

delivery

XLA based contracts Client Experience Journey value add

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Of the 22 services providers included in our research, we found 11 that stand out above the others as matching the next-gen workplace archetype based on our assessment of their capabilities as described in the Methodology section in the Appendix. These 11, referred to as Archetype Leaders, and their relevant capabilities are presented in Figure 21, and briefly examined in the following sections. Note: The service providers listed are arranged in alphabetical order. No ranking is implied.

Disruption Embracers - Next-gen Workplace LeadersFig 21



CSC 3 4 3 2 3 4


Infosys 4 3 3 3 4 3

KPIT 4 4 4 2 4 4



Syntel 4 4 2 3 4 4




Non CIO Cognitive Smart Workplace

Packaged Opex-focused

service delivery

Client Experience Journey Value Add XLA-based contracts

Atos 4 2 2 4 4

Cognizant 2 2 2 3 3

Computacenter 1 2 1 4 2

DXC 4 3 4 4 2

Fujitsu 3 3 2 3 2

HCL 2 3 3 3 4

NTT DATA 2 2 2 3 3

TCS 3 3 2 3 4

Unisys 2 3 2 3 3

Wipro 2 2 3 4 4

Zensar 3 2 3 3 4

Next-gen Workplace ArchetypeISG Provider Lens™ Archetype Report | December 2018

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FujitsuFujistu’s overall digital workplace transformation services portfolio is geared toward the requirements of the next-gen workplace archetype clients. Its services consist of three main components: Social Command Center, Workplace Anywhere and Intelligent Engineering.

Workplace Anywhere ensures secured access to any application from any device and any location. Social Command Center provides automation-enabled service desk support and introduces automation virtual agents and natural language processing. Additionally, Fujitsu’s Intelligent Engineering services provide system monitoring and analytics to combat many field worker challenges, while also providing automation and analytics for quick ticket resolution. It uses IoT, smart devices, AR/VR and other technologies.

Fujitsu is focusing on co-creation initiatives with its customers and ecosystem through its Xpressway consulting approach in various industries. Key outcomes from these initiatives have resulted in business- and industry-specific benefits. Fujitsu is leveraging its partnership and experience as an MSP in providing co-creation workplace solutions with customers.


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OTHER NOTEWORTHY PLAYERS – NEXT-GEN WORKPLACE ARCHETYPESome other providers scored high in one or more areas that are important for the next-gen workplace archetype client. However, they were not categorized as Leaders for this archetype because they did not rate high in enough categories.

Noteworthy providers (services providers with a high score in one or more categories) for next-gen workplace archetype clients are:

Other Noteworthy Players – Next-Gen WorkplaceFig 22

Non CIO Cognitive Smart Workplace

Packaged, OpEx-fo-cused Service

Delivery

End User Experience Score

XLA-based Contracts

Accenture Accenture IBM Accenture LTI

Infosys IBM Infosys Hexaware Tech Mahindra

LTI Tech Mahindra Infosys

IBM IBM


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= Leaders = Noteworthy Providers (number of check marks indicate the degree of alignment

with the capability requirements of each client archetype) = Not In (the Service Provider wasn’t considered a leader in any of the capability requirements for this archetype)

NOTE: All Service Providers evaluated for this report have the abilities to service all four archetypes, only those with the best fit to the capability requirements were identified as Leaders or Noteworthy Providers

Ad-hoc Archetype Transformation- oriented Archetype

Cloud-enabled SaaS Workspaces Archetype



Accenture Ù Ù

Atos Ù Ù Ù Ù Ù

Cognizant Ù Ù Ù Ù

Computacenter Ù Ù Ù

Dimension Data Ù

DXC Ù Ù Ù Ù Ù

Fujitsu Ù Ù Ù Ù

HCL Ù Ù Ù Ù Ù

Hexaware Ù

IBM Ù Ù Ù

SERVICE PROVIDERS ACROSS ARCHETYPES


Service Providers Across Archetypes

4343










Infosys

ITC Infotech

LTI Ù

Mphasis Ù

NTT DATA Ù Ù Ù

Getronics (Pomeroy) Ù

TCS Ù Ù Ù Ù

Tech Mahindra Ù

Unisys Ù Ù Ù Ù

UST Global


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Service Providers Across Archetypes

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Wipro Ù Ù Ù Ù

Zensar Ù Ù Ù



GUIDANCEThe five digital workplace archetypes identified this year are quite similar to the ones ISG identified last year. However, continued introduction of automation, analytics, focus on collaboration and end user experience has enhanced the characteristics of each. As enterprises move up the maturity ladder in digital transformation, digital workplace becomes less of a prerogative for enterprise IT and more of a requirement for other business functions, including HR. Enabling a personal digital secretary at each archetype level would upgrade the archetype position in the transformation journey. As enterprises progress in their digital workplace journeys, the capabilities of their personal digital secretaries may itself represent the archetype the enterprise belongs to.

4545


4646


Guidance

Enterprise Leadership Actions

Focus on digital dexterity, not just technology implementation: The full benefits of a digital workplace empowered by automation, machine learning and cognitive intelligence can only be realized by elevating the digital dexterity of end users. These technologies provide efficiency gains well beyond traditional measures and have scope to best use a smarter human workforce and create additional automation and efficiency gains. While implementing a digital workplace solution from a service provider, enterprises should focus on benefits in terms of identifying the number of end users upgrading to a higher digital quotient.

Consider talent management and recruitment: Whether an enterprise is at the ad-hoc, next-gen workplace or digital collaborative archetype stage, involving the HR department would always be beneficial. If modern workplace technology is implemented with a goal of making the enterprise more attractive for new talent, the technologies would yield best results. Digital workplace extends to external environments: A well connected, always-on and cloud-based workplace should facilitate collaboration with external entities as well. It should provide short-lived data and application access to the ephemeral workforce in gig economy and smooth access to external entities like freelancers and contractors.


4747


Guidance

Provider Leadership Actions

Being a leader in traditional IT infrastructure services is not a major differentiator: Workplace modernization focus has shifted from devices and engineering services towards applications and end user behavior. Many service providers that were strong in traditional IT infrastructure and end user computing services should not assume that this leadership places them ahead of competition in digital workplace services. Focus is shifting more from technology enablement to change adoption. As focus on applications and user experience design increases more than the focus on devices, some players that were not previously strong in traditional EUC are now being viewed as workplace transformation enablers.

Measure digital dexterity enablement: While service providers are already focusing on measurable end user experience management, it would be great if they also would focus on other measurable outcomes. When segmenting personas, it is possible to segment end users on the basis of their digital dexterity. Measuring how many end users actually reached a higher level of dexterity should be the goal of service providers, and is something enterprise clients will be looking for.

Productize offerings for millennial end users: Some providers are providing cloud-based ready-to-use workplace solution targeting the cloud-enabled SaaS workspaces archetype clients. These players may also look to provide a web-based DIY version of their solutions, so potential users can test it. Since the digitally matured archetypes target millennial end users, a test link would provide them a consumerized experience.

Develop an open and shared support issues knowledgebase: Automation-enabled service desk and workplace support services are increasingly becoming commoditized. Almost every provider is offering similar services, leveraging similar automation platforms and using a self-help knowledgebase for known Outlook or Skype issues. Known issues for Office 365 elements may not remain a differentiator going forward. The knowledgebase for known support issues may soon become open and easily accessible. Hence, differentiation should be created by bringing industry flavor by applying learnings from one client to others from the same industry.


Appendix

Section NameISG Provider Lens™ Archetype Report | June 2018ISG Provider Lens™ Archetype Report | December 2018


APPENDIX

Report Methodology

MethodologyAs previously noted, this report uses five archetypical sets of buy-side client requirements to assess the relative suitability of workplace services providers. Data regarding the providers’ capabilities and positioning was provided to ISG via briefings, ISG advisor interviews and surveys of service providers, including client references if appropriate.

Workplace services service providers (SPs) shared their data across different workplace services dimensions through the research initiatives noted above. These dimensions cover their technological competency, preferred engagement models, scope of work performed, service capability, functional expertise and industry and regional presence.

1Categorize and assess provider data

2Weight Importance of capability requirement

3Determine provider position in quartile

4Create cumulativescore

5Categorize providers in archetypes

4949

ISG Confidential © 2018 Information Services Group. Inc. All Rights Reserved. ####

5050

Appendix: Methodology


5050

Methodology Details

1 The data provided by the services providers were categorized and assessed according to the workplace services requirements described for each of the five client archetypes. In cases in which provider descriptions and data were not worded as precisely as our archetype require-ments, our workplace services analysts relied on their expertise and experience to classify provider capabilities.

3 Once the relative ability of each services provider was assessed for each of the archetype requirements, each provider was then positioned in a relevant quartile (for example, top 25 percent, second 25 percent and so on). The top quartile was awarded a numerical “capability score” of 4/4; the second quartile earned a score of 3/4, the third quartile earned a score of 2/4, and the fourth quartile earned a score of 1/4. Those with no capabilities to meet the archetype requirements were not included in the assessment.

2 Each archetype capability requirement was weighted based on its relative importance to that archetype’s typical requirements. Weightings for each archetype’s requirements add up to a total of 100 percent. Specific weightings are not disclosed in this report. The relative importance of each capability requirement is depicted in illustrations at the beginning of each archetype section using differently sized hexagon icons.

Please note: This report simply presents service providers’ known capabilities in the context of user enterprises’ typical project needs. This report is not meant to rank providers or to assert that there is one top provider with abilities that meet the requirements of all clients that identify themselves with a particular archetype.

5 The cumulative scores were then used to identify the service providers most well suited for each archetype’s requirements. These providers are listed alphabetically and briefly profiled in each archetype section. Where relevant, additional service providers with noteworthy capabilities are also mentioned (e.g., providers that may have scored well on a specific requirement but not across all the requirements for that archetype).

4 Provider capability scores from Step 3 were then multiplied by the weightings developed for each client archetype requirement in Step 2. The results for each provider were then totaled to develop its cumulative score. These cumulative scores are not disclosed in this report.


ScoreHarvey Ball

representationScore 4 out of 4 4

Score 3 out of 4 3

Score 2 out of 4 2

Score 1 out of 4 1

5151

Provider Capability Scores as Harvey BallsFig16

Appendix: Methodology

The cumulative score for each of the selected services providers against each archetype requirement is represented using Harvey Balls. For example: if a provider is assessed with a score of 4 out of 4, then a full Harvey Ball is used to represent their capability against that requirement. Similarly, if a provider is assessed a score of 1 out of 4, then a one-quarter Harvey Ball is used, as shown in below.




5252

Additional Relevant Digital Workplace Services Providers

The capabilities of 22 providers were assessed in this report. Some services providers that are typically included in our work are not included in this report. Some of the companies that were not included were not able to participate and others declined. Providers that do not offer a full portfolio of digital workplace services have not been included in the study. They may be included in future versions of this report, based on merit and on the services providers’ willingness to provide current and relevant materials. Readers should not make any inferences about a services provider’s absence from this report.

Appendix: Additional Relevant FAO Services Providers

Other Relevant Service Providers

Headquarters Country

Bell Techlogix U.S.

Capgemini France

CGI Canada

CompuCom U.S.

Diebold Nixdorf U.S.

EPAM U.S.

Infinite Computer Solutions India

KPIT Technologies India

Long View Systems Canada

Mindtree India

NIIT Technologies India

OneNeck IT U.S.

Pariveda Solutions U.S.

Persistent Systems India

SAIC U.S.

Softtek Mexico

Stefanini Brazil



Authors and Editors

Mrinal Rai is the Principal analyst for Digital Workplace and Social business collaboration. His area of expertise is digital workplace services and enterprise social collaboration both from a technology and business point of view. He covers key areas around the Workplace and End User computing domain viz., modernizing workplace, Enterprise mobility, BYOD, VDI, managed workplace services, service desk and modernizing IT architecture. In Social business collaboration, he focuses on enterprise social software, content collaboration, team collaboration, social media management and chatbot platforms. He has been with ISG for last 5+ years and has more than 10 years of industry experience. Mrinal works with ISG advisors and clients in engagements related to workplace modernization, social intranet, collaborative workplace, cloud-based VDI, end user computing and service desk.

Mrinal Rai, AuthorPrincipal Analyst


Jan Erik Aase is a director and principal analyst for ISG. He has more than 35 years of collective experience as an enterprise client, a services pro-vider, an ISG advisor and analyst. Jan Erik has overall accountability for the ISG Provider Lens™ reports, including both the buyer-centric archetype reports and the worldwide quadrant reports focused on provider strengths and portfolio attractiveness. He sets the research agenda and ensures the quality and consistency of the Provider Lens™ team.

Jan Erik Aase, AuthorDirector

ISG (Information Services Group) (Nasdaq: III) is a leading global technology research and advisory firm. A trusted business partner to more than 700 clients, including 75 of the top 100 enterprises in the world, ISG is committed to helping corporations, public sector organizations, and service and technology providers achieve operational excellence and faster growth. The firm specializes in digital transformation services, including automation, cloud and data analytics; sourcing advisory; managed governance and risk services; network carrier services; technology strategy and operations design; change management; market intelligence and technology research and analysis. Founded in 2006, and based in Stamford, Conn., ISG employs more than 1,300 professionals operating in more than 20 countries—a global team known for its innovative thinking, market influence, deep industry and technology expertise, and world-class research and analytical capabilities based on the industry’s most comprehensive marketplace data.

ISG Provider Lens™ Archetype Report: Digital Workplace of the FutureDecember 2018© 2018 Information Services Group. Inc All Rights Reserved

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