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A research report comparing provider strengths, challenges and competitive differentiators
Digital Workplace of the FutureGermany 2019
QuadrantReport
September 2018
Section Name
22
Note: Only use before TOC
About this Report
ISG Provider Lens™ Quadrant Report | September 2018
ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
ISG Provider Lens™ delivers leading-edge and actionable research studies, reports
and consulting services focused on technology and service providers’ strength and
weaknesses and how they are positioned relative to their peers in the market. These
reports provide influential insights accessed by our large pool of advisors who are
actively advising outsourcing deals as well as large numbers of ISG enterprise clients
who are potential outsourcers.
For more information about our studies, please email [email protected],
call +1.203.454.3900, or visit ISG Provider Lens™ under ISG Provider Lens™.
ISG Research™ provides subscription research, advisory consulting and executive
event services focused on market trends and disruptive technologies driving change
in business computing. ISG Research™ delivers guidance that helps businesses
accelerate growth and create more value.
For more information about ISG Research™ subscriptions, please email [email protected], call +1.203.454.3900 or visit research.isg-one.com.
Information 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 includes findings from the ISG
Provider Lens™ program and 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 31. July 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 Dr. Henning Dransfeld and Mrinal Rai. The editor is
Heiko Henkes. The Research analyst is Rahul Basu.
© 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
17 Digital Workplace Consulting Services
27 Managed Digital Workplace Services Large Accounts
37 Managed Digital Workplace Services Midmarket
46 Enterprise Mobility Management Services Large Accounts
55 Enterprise Mobility Management Services Midmarket
63 Unified Communication & Collaboration Services
72 Virtual Desktop Services
80 Workplace as a Service
86 Unified Endpoint Management Solutions
93 Enterprise Mobility Management Solutions
101 Methodology
Section Name
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ISG Provider Lens™ Quadrant Report | September 2018
11
Managed digital workplace services become broad and automated: RFPs for workplace
services are bundled broadly. Packages including the service desk, lifecycle management,
user management, EMM- and UCC services, IMAC, hard- and software maintenance, kiosk
services, change management and transition management. Automation and analytics
drive down tickets and helpdesk costs. AI-based virtual agents are coming of age. Chatbots
provide a ‘human-like’ support to end users. AI is deployed for predictive analytics and
incident resolution. Agents can thus focus support on more complex issues.
Enterprise mobility management services are shaped by content security and
diversification of user devices: Securing mobile content takes precedence over securing
devices. A new stringent European law for data protection enforces new thinking on
access to personal data concerning employees or customers. Emerging technologies
enable administrators to secure access to information, rather than locking devices.
Companies want to extent mobility management to wearables and IoT devices, including
business policy implementation and secure application distribution.
The midmarket for digital workplace and mobility services is cost-sensitive and
still expects the latest technologies: Services providers need to develop standardized
services whilst keeping up technology refreshes. Midmarket companies are looking
for solutions to optimize user experience and business transactions much like bigger
companies. But whilst they expect to benefit from innovation like artificial intelligence,
their budgets are smaller.
EXECUTIVE SUMMARY
Mobility, connectivity and collaboration are key drivers for the digital workplace:
The smartphone/tablet revolution has changed business models across all industries.
Companies are now looking to implement mobile productivity solutions. The next step is
increased connectivity between devices. Users expect the same information delivered on
different interfaces. Finally, true collaboration across boundaries will be delivered. With the
technology in place, ISG expects collaboration to empower faster idea generation, rapid
product development and reduced risk on a wide scale in the next years.
Consulting requirements for the digital workplace, based on design thinking, are
rising: Companies increasingly engage external advisors for defining the optimal digital
workplace transformation. Design thinking, a method, which takes end user concerns as the
starting point, is now widely adopted. It is used to define parameters affecting the end user
experience and to measure the end users’ effectiveness based on these parameters.
Digital workplace services are no longer the prerogative of the IT department: A digital
workplace transformation brings fundamental changes beyond cost reduction in the IT.
Business functions, particularly human resources (HR) are becoming proactive stakeholders
in workplace transformation initiatives. The latter have come to realize, that BYOD policies
and workplace modernization have a profound impact on talent acquisition and retention.
ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
Executive Summary
ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
ISG Provider Lens™ Quadrant Report | September 2018ISG Provider Lens™ Quadrant Report | September 2018
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ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
Executive Summary
22
UCC has become a source of change activities triggering digital workplace
transformation: No workplace solutions are used more than e-mail, telephony and web
conferencing. Voice platforms are undergoing shifts in the German market with the advent
of Microsoft 365 integrating Skype and with the end of ISDN telephony. On top of that,
the integration of social collaboration is a game changer to enhance productivity. Change
management is a crucial ingredient to successful UCC transformation. The demand for
professional change management services is on the rise.
The demand for virtual desktop services increases in Germany: Demand is increasing
after a slow start. More German companies plan the partial migration of their workplace
infrastructure into the cloud. A hybrid model allows the combination of different
technologies for fat client- and virtual desktops under one roof. This soft migration
approach is becoming the preferred route for many German clients.
There is finally an uptake in WaaS in Germany as more offerings come to market:
WaaS implementations reduce the capital expenditure and increase the flexibility for
managing desktops. More German companies move applications into the public cloud.
The number of providers offering WaaS has increased over the last twelve months. These
cloud-based offerings are provided in a “pay-as-you-go” or “pay-per-user” model.
Unified endpoint solutions are in high demand: Unified endpoint management
combines the previously separate functionalities of mobile device management and
desktop management. That translates into securing and controlling desktop computers,
laptops, smartphones and tablets from a single console. As companies seek to reduce
their administrative overheads, the demand for centralized solutions for all devices is on a
steep rise.
Enterprise mobility management moves from managing devices to managing mobile
content: In a few years, office content will be seamlessly available on numerous devices.
Companies will manage the distribution of enterprise content, employees will pick their
favorite devices on the consumer market. Leading providers offer prepackaged role-based
workplace services with modular components.
The future mobile workspace enhances collaboration and automation: The work-
place will profoundly change in the next years. One of the drivers for this change is true
collaboration across departmental and corporate boundaries. In addition, there is a
fundamental technology shift finally coming through. Three key technologies likely to have
a significant impact on the future Workspace in the next five years are Virtual Reality (VR),
Augmented Reality (AR) and Artificial Intelligence (AI).
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ISG Provider Lens™ Quadrant Report | September 2018
IntroductionIntroduction
ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
Definition Digital Workplace has become a central cornerstone in the overall employment
strategy. Enterprises look for answers to equip the workforce with the best technology
to sustain and enhance their competitive edge. Collaboration, mobility, cloud and social
networking have had a great impact on the modern workplace.
44
ISG Provider Lens™ Quadrant Report | September 2018
ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
Introduction
Definition (cont.) Mobility, Connectivity and Collaboration are the main drivers for shaping the
digital workplace: As many top decision-makers recognized, the smartphone and
tablet revolution, together with apps have changed business models across practically
all industries. But the lack of integration with workflows and back-end systems has
always been a barrier for mobile productivity. Mobile Enterprise continues to be a
major contributor to business productivity beyond devices and communication. To
get the full benefit, companies have to start digitizing, mobilizing and automating
workflows. Therefore, an increasing number of clients is now looking to their vendors
for strategic advice on implementing productivity solutions.
We already see an increasing amount of connectivity with backend systems,
but also between devices: Users expect the same information delivered to them in
different interfaces on different devices. These devices are starting to communicate
with each other. The most important innovation topic will be device-specific usability,
combined with voice and data input options.
The next big trend is true collaboration across boundaries: We are already working far more
in global teams and projects rather than static departments. There are increasing examples
for collaboration through crowd sourcing and technology is enhancing it. A collaborative work
environment and culture have long been talked about. With the technology in place, ISG expects
collaboration to be the next big thing to enhance faster idea generation, collective thinking, rapid
product development and reduced risk at the launch of a new service, product or concept.
The digital workplace is an integral part of the business strategy: Digital workplace
management is not just enterprise IT’s prerogative. Providers need to do far more today than
to offer digital workplace technology solutions. Creating a productive and enriching workspace
is an integral part of the business strategy involving human resources, marketing and each line
of business concerned. It is a holistic business requirement starting from business strategy
and involves participation from human resources, marketing, operations as well. Legacy end
user computing, service desk services, IT support, enterprise mobility, desktop virtualization,
enterprise unified communication and collaboration and an increasing connectivity of people,
devices and business applications are part of the social collaboration have all culminated into
the sphere of digital workplace.
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ISG Provider Lens™ Quadrant Report | September 2018
ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
Introduction
Cloud-based desktops and virtualization are taking off very differently in different
regions. Whereas demand has been high in other parts of the world, the technology
is just starting to be adopted in Germany. Other concepts, such as Unified Endpoint
Management and automated helpdesk services are far more mature. The same is true
for the integration of LAN Services and UCC into the digital Workspace. The underlying
trend is a shift of workplace implementation from being driven by IT optimization and
cost considerations to business relevance and end user requirements.
Definition (cont.) Digitalization and automated workflows are key to the workplace strategy: The
introduction of further automation and artificial intelligence is on the cards. Three key
technologies are likely to have a more or less significant impact on the future Workspace in the
next five years: Virtual Reality (VR), Augmented Reality (AR) and Artificial Intelligence (AI). VR is
already shaping the workspace of specific professions such as architects who design virtual
models of office buildings. AR by contrast will shape a more general workspace environment.
Artificial intelligence will have evolved to a point where a smart watch will provide complete
access to the work schedule.
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ISG Provider Lens™ Quadrant Report | September 2018
ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
Introduction
Digital workplace services and solutions enable clients’
end users to access their enterprise data and applications
irrespective of their physical location and the device being
used. The concept involves an upgrade from classic IT
workplaces and desktops including mobile device and
application management, role-based application deployment
and accessibility, e-mail, peer to peer messaging, unified
communication and collaboration services, Level 1/2
technical service desk support, desktop virtualization/
desktop as a service, remote support, VIP/executive
support, software distribution, patch updates, software
upgrades and migration, IT asset analytics, automation
capabilities for self-help and other services for enhancing
the end-user experience.
Definition (cont.) This ISG Provider Lens study analyzes the following market categories, divided by services and solutions:
Simplified illustration
Digital Workplace
Digital Workplace Services Digital Workplace Solutions
Digital Workplace Consulting
Services
Digital Workplace Managed Services
(MNC focus)
Enterprise Mobility
Management Services
(MNC focus)
Virtual Desktop Services
Unified Communication & Collaboration
Services
Workplace as a Service
Unified Endpoint
Management Solutions
Enterprise Mobility
Management Solutions
Digital Workplace Managed Services
(Mid-market focus)
Enterprise Mobility
Management Services
(Mid-market focus)
Source: ISG 2018
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ISG Provider Lens™ Quadrant Report | September 2018
ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
Definition (cont.) � Digital Workplace Consulting centers on workplace optimization strategies.
Modules include the support for defining a workplace strategy, designing the
architecture and the roadmap and for validating the business case
for transformation.
� Digital Workplace Managed Services encompass a range of services including the
service desk, lifecycle management, user management, IMAC, break-fix, hardware
and software maintenance, kiosk services, troubleshooting, change management
and transition management.
� Enterprise Mobility Management Services focuses on lifecycle management, user
administration, troubleshooting, change management, transition management
and support.
� Virtual Desktop Services involve hosting clients’ desktops in the providers’ data
centers. These could be delivered through all types of cloud infrastructure, from
public via hybrid to private models.
� Unified Communication and Collaboration Services include managed services for
collaboration, enterprise telephony and communication, social media-style community
building, enterprise content management, crowdsourcing and productivity suites.
� Workplace as a Service (WaaS) is a highly standardized and productized offering that is
delivered through the public cloud and provided on a “pay-as-you-go or pay-per-user basis.
� Unified Endpoint Management (UEM) Solutions are converging to encompass device and
application distribution management for smartphones, tablets laptops and PCs.
� Enterprise Mobility Management (EMM) Solutions combine mobile device
management, mobile application management and mobile information management,
providing a management platform for operating and using smartphones, tablets and
mobile applications.
Introduction
88
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The ISG Provider Lens™ quadrants were created using an evaluation matrix containing
four segments, where the providers are positioned accordingly.
Leader
The “leaders” among the vendors/
providers have a highly attractive
product and service offering and a
very strong market and competitive
position; they fulfill all requirements
for successful market cultivation.
They can be regarded as opinion
leaders, providing strategic
impulses to the market. They also
ensure innovative strength
and stability.
Product Challenger
The “product challengers” offer a
product and service portfolio that
provides an above-average cover-
age of corporate requirements, but
are not able to provide the same
resources and strengths as the
leaders regarding the individual
market cultivation categories. Often,
this is due to the respective vendor’s
size or their weak footprint within
the respective target segment.
Market Challenger
“Market challengers” are also
very competitive, but there is still
significant portfolio potential and
they clearly lag behind the “leaders”.
Often, the market challengers
are established vendors that
are somewhat slow to address
new trends, due to their size and
company structure, and have
therefore still some potential to
optimize their portfolio and increase
their attractiveness.
Contender
“Contenders” are still lacking mature
products and services or sufficient
depth and breadth of their offering,
while also showing some strengths
and improvement potentials in their
market cultivation efforts. These
vendors are often generalists or
niche players.
Provider Classifications
IntroductionISG Provider Lens™ Quadrant Report | September 2018
99
Rising Star
Rising Stars are mostly product challengers with high future potential. When receiving the “Rising Star” award, such companies have a promis-ing portfolio, including the required roadmap and an adequate focus on key market trends and customer requirements. Also, the “Rising Star” has an excellent management and understanding of the local market. This award is only given to vendors or service providers that have made ex-treme progress towards their goals within the last 12 months and are on a good way to reach the leader quadrant within the next 12-24 months, due to their above-average impact and innovative strength.
Each ISG Provider Lens™ quadrant may include a service provider(s) who ISG believes has
a strong potential to move into the leader’s quadrant.
Provider Classifications (cont.)
Not In
This service provider or vendor was not included in this quadrant as ISG could not obtain enough information to position them. This omission does not imply that the service provider or vendor does not provide this service.
ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
IntroductionISG Provider Lens™ Quadrant Report | September 2018
4646
SOCIAL ENTERPRISE NETWORK-ING SUITES
DefinitionEnterprise Mobility Management Services focuses on lifecycle
management, user administration, troubleshooting, change
management, transition management and support. The core
proposition enables mobile users with single sign-on features to
securely access productivity apps and data anytime and anywhere.
It also includes mobile policy configuration and mobile security.
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Enterprise Mobility Management Services Large Accounts
ENTERPRISE MOBILITY MANAGEMENT SERVICES LARGE ACCOUNTS
ISG Provider Lens™ Quadrant Report | September 2018
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ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
SOCIAL ENTERPRISE NETWORKING SUITES
ObservationsMobile workflow automation requires backend integration:
Establishing mobile workflow productivity has been a goal for years.
The major challenge remains the deep integration with data from
backend systems. An additional concern in Germany is finding the right
balance between online- and offline capability. Free WLAN access and
high-speed mobile coverage still remain patchy. Seamless digitalization
and automation of mobile workflows is another vital prerequisite.
The mobile enterprise will become a major contributor to business
productivity once these challenges are surmounted. Therefore,
enterprise clients are increasingly looking to service providers as
partners for workflow automation.
Customers look to integrate wearables via device management:
Innovative mobile devices like wearable smart IoT devices have entered
the business arena. Enterprise are looking for ways to securely manage
diverse devices through technologies like MDM, EMM and UEM. The
managed services include business policy implementation, device
configuration and secured application distribution.
Enterprise Mobility Management Services Large Accounts
Securing content takes precedence over securing devices: Mobile
content distribution technologies like identity and access management
have become a cornerstone for mobile data security. The new European
data protection legislation enforces a new thinking on access and
authorization to personal data concerning employees or customers.
Content security takes top priority. Technologies like application
refactoring and containerization ensure secure content distribution across
differing mobile devices. Service providers propose enterprise app stores
with policy-enabled secured mobile access to approved applications.
There are new use cases for analytics with EMM services: Analytics are
now applied for telecom expense management and for measuring mobile
strategy effectiveness. Services additionally include virtual agents to be
accessed via any device.
ISG Provider Lens™ Quadrant Report | September 2018
ENTERPRISE MOBILITY MANAGEMENT SERVICES LARGE ACCOUNTS
5353
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ISG Provider Lens™ Quadrant Report | September 2018
T-Systems combines a broad enterprise mobility portfolio with a strategic approach to
business process mobilization.
T-SYSTEMS
2019 ISG Provider Lens™ Leader
T-Systems must convince the market place that enterprise mobility services are still a strategic focus after pulling out of desktop services market?.
T-Systems could disclose more innovation stories for mobile enterprise scenarios to strengthen its position.
CautionT-Systems provides a dedicated enterprise mobility management portfolio to the large enterprise market. The large enterprise portfolio includes digitalization and mobilization of business processes, process design, technology and architecture, security and device management.
Overview
StrengthsT-Systems is specialized in covering mobile enterprise scenarios with large accounts. To this end, the portfolio is optimized for complex architecture design and ranges from device management to process optimization.
T-Systems has a strong established client base for the provisioning of mobility services in the German market.
The parent company, Deutsche Telekom, owns the largest mobile communications business in Germany. That allows for cross selling potential in the enterprise context.
Enterprise Mobility Management Services Large Accounts
6363
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ISG Provider Lens™ Quadrant Report | September 2018
SOCIAL ENTERPRISE NETWORK-ING SUITES
DefinitionUnified Communication and collaboration services are an
integral part of the digitized workplace. UCC services include
managed services for collaboration, enterprise telephony and
communication, social media-style community building, enterprise
content management, crowdsourcing and productivity suites.
UNIFIED COMMUNICATION & COLLABORATION SERVICES
Unified Communication & Collaboration Services
6464
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ISG Provider Lens™ Quadrant Report | September 2018
SOCIAL ENTERPRISE NETWORKING SUITES
ObservationsUCC has become an integral part of the digital workplace: No other
workplace solutions are used as much as e-mail, telephony and web
conferencing. Enterprise social collaboration has transformed from
just being a company intranet-centric service to becoming a connected,
engaging, device-independent, cloud-enabled, productivity-oriented
capability service.
Voice platforms are undergoing shifts in the German market: The
advent of Microsoft 365 with integrated skype communication and
the end of ISDN telephony triggered a rethink of the collaboration
infrastructure in the enterprise market. Many companies are
considering cloud-based telephony and the integration of soft clients
and collaboration.
UCC services enable end-user collaboration: The integration of
social collaboration platforms is the real game changer leading to
faster generation of ideas, crowd sourcing and gamification to
enhance productivity.
Collaboration services become the face of the future workplace:
As mentioned above, social collaboration has already become a
source of cloud-enabled and productivity-orientated services. This
collaborative workplace should also provide platforms for idea generation,
crowdsourcing and gamification, all of which will enhance productivity.
UCaaS is starting to gain momentum in Germany: The movement
towards the cloud is still happening at a relatively slow pace compared
to other regions in the World. But more German companies are now
planning the migration of their unified communications infrastructure
into the cloud.
Unified Communication & Collaboration Services
UNIFIED COMMUNICATION & COLLABORATION SERVICES
7070
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ISG Provider Lens™ Quadrant Report | September 2018
T-SYSTEMS
T-Systems combines a complete UCC managed service with a leading network
managed services infrastructure.
Strengths
Internationally, T-Systems depends on third parties for maintenance services. Therefore, the provider cannot guarantee the same high quality and speed of fault clearance as in their home market.
T-Systems could provide more innovative social collaboration suites more strongly to widen the appeal of its UCC offering.
T-Systems uses second to none state-of-the-art technologies and NOCs for monitoring the quality and security of their UCC managed services in Germany.
The German incumbent offers a broad UCC portfolio with a high degree of flexibility. The service proposition is available to as few as 10 users and scales up into the thousands.
T-Systems has a very large existing client base, both within the large enterprise and the midmarket segment for UCC services in the German marketplace.
CautionT-Systems provides a broad range of UCC services including IP-Telephony, Audio/Video/Web-conferencing, Social Collaboration and Contact Center services from the devices to fully managed public and private cloud offerings.
Overview
2019 ISG Provider Lens™ Leader
Unified Communication & Collaboration Services
Methodology
Methodology
ISG Provider Lens™ Quadrant Report | September 2018
ISG Confidential © 2018 Information Services Group, Inc. All Rights Reserved.
102102
The research study “ISG Provider Lens™ 2019 – Digital Workplace of the Future”
analyzes the relevant software vendors/service providers in the Germany market,
based on a multi-phased research and analysis process and positions these
providers based on the ISG Research methodology. The study was divided into the
following steps:
1. Define the “Digital Workplace of the Future” market
2. Conduct questionnaire-based surveys with service providers/vendor across all
trend topics
3. Hold interactive discussions with service providers/vendors on capabilities and
use cases
4. Leverage ISG’s internal databases and advisor knowledge and experience
(wherever applicable)
5. Analyze and evaluate services and service documentation based on the
facts and figures received from providers and other sources.
6. Evaluate based on the following key criteria:
− Strategy and vision
− Innovation
− Brand awareness and presence in the market
− Sales and partner landscape
− Breadth and depth of portfolio of services offered
− Technology advancements
METHODOLOGY
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ISG Provider Lens™ Quadrant Report | September 2018
Company Class Definition
Managed service requirements differ, depending on the respective company’s size for Digital Workplace Managed Services and Enterprise
Mobility Management Services in Germany. Smaller businesses have a centralized management structure and fast decision-making paths.
Their IT departments are not as comprehensive as those of DAX corporations, and many IT infrastructure services are outsourced accordingly.
Within large corporations, decisions and budgets are less centralized. Their decisions always have an international dimension and are subject
to strong international influences. Therefore, this Provider Lens study distinguishes between the two following company classes:
� Midmarket: Companies with 100 to 4,999 employees, with central headquarters in Germany, ideally managed by the owner(s).
� Large Accounts: Multinational corporations with 5,000 and more employees, global activities and internationally distributed decision-
making structures.
Methodology
ISG Provider Lens™ Quadrant Report | September 2018
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Authors and Editors
Mr. Dransfeld is a thought leader regularly publishing on trends related to the mobile enterprise, the digital workspace and IoT markets. As an analyst, ICT strategist and go-to market expert he has developed deep insights into portfolio development and changing customer requirements. Through his experience as analyst and marketing strategist, he is in a strong position to support the definition and execution of go-to-market strategies for ICT services.
Henning is a known expert in the evaluation of supplier strategies, competitive landscapes and differentiation with over 20 years of experience in the ICT sector. In addition, Henning advises providers on key messages in marketing and sales communications. In the context of in-depth market analyses on the German supply side through vendor benchmarks, he derives sustainable strategies for the digital transformation. Henning is an experienced trilingual speaker on international conferences.
Henning holds a Ph.D. from the University of Wales, Swansea College in management science and wrote his theses on “Interactive TV and its potential for retailing in the luxury car industry”; he also holds a Diplôme d’Etudes Superieures Spécialisées on international management from the Université de Rennes and a diploma in strategic Marketing from Henley Management College.
Dr. Henning Dransfeld, Author Principal, Research
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ISG Provider Lens™ Quadrant Report | September 2018
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, Author Principal Analyst
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ISG Provider Lens™ Quadrant Report | September 2018
Authors and Editors
Mr. Henkes is a Director Advisor at ISG; in this role, he is responsible for strategic business management and acts as leader of ISG’s team of research advisors. He is also in charge of bringing together IT trend topics within the digital transformation context and acts as keynote speaker on current and future IT trends.
Since 2013, Heiko has advised both ICT providers and users on current digital transformation topics such as Cloud Computing, Artificial Intelligence and the Mobile Enterprise.
In his work with IT Providers, he has a focus on go-to-market strategies and strategic portfolio development as well as on the strategic marketing and sales development. Heiko also analyzes and evaluates business processes, product-specific target markets and IT provider through classical competitive analyses. Within this context, Heiko supports companies to undergo continuous transformation, combining IT competencies with sustainable business strategies and change management.
His primarily focus lies on business development activities, further development and internationalization of the ISG Provider LensTM (IPL) product-related processes beside his role as IPL Topic Leader to guide and sync all analyst team members.
Before joining ISG (Experton Group), Heiko worked as analyst manager for TechConsult GmbH.
Heiko holds a degree in economics with a major business informatics and marketing of the University of Kassel and is fluent in English.
Heiko Henkes, EditorDirector Advisor
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.
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