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For: Enterprise

Architecture
Professionals

Market Overview: BPM Service


Providers, Q4 2013
by Clay Richardson, November 25, 2013

KEY TAKEAWAYS
BPM Service Providers Fill A Critical Gap For Process Reinvention
BPM service providers now fill a widening gap between emerging disruptive business
requirements and existing process methods and technologies. These next-generation
service providers focus on redesigning business processes to deliver better customer
experiences and extending systems of record processes to mobile and other digital
channels.
Short-List Providers Based On Deep Domain And Product Expertise
Many teams establish their BPM service provider strategy based on an either-or model
that goes deep on industry expertise or goes deep on software vendor skills. Take a bothand approach that gives equal weight to industry expertise and depth of talent around
specific BPM software.
Evaluating Service Providers Is Essential To BPM Suite Investment
Its important to bear in mind that a BPM platform is only as good as the bench of partners
available to implement it. During upfront BPM platform evaluations, include several
criteria to assess the quality and bench strength of the software vendors partner ecosystem.

Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA


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For Enterprise Architecture Professionals

November 25, 2013

Market Overview: BPM Service Providers, Q4


2013
Leading Providers Help Drive Digital Process Reinvention
by Clay Richardson
with Alex Cullen, Derek Miers, Andrew Bartels, and Julian Keenan

Why Read This Report


In the next decade, business processes are poised to undergo unprecedented change, sparked by the need
to extend business processes to new digital channels, reinvent legacy business processes for customer
engagement, and make operational business process more transparent and frictionless. Although the pace
of new process requirements is accelerating, the pace of process technologies and internal process skills is
not. New capabilities in the business process management (BPM) and dynamic case management suites
only scratch the surface in dealing with business requirements that focus on customer engagement. Also,
internal process skills continue to skew toward back-office automation and operational improvements,
unable to keep up with the business appetite for launching and redesigning new products and experiences.
To keep pace with the breakneck speed of change, BPM teams are increasingly turning to BPM service
providers. The next generation of BPM service providers will help fill in critical process skills gaps and
bridge the innovation gap between process technologies and new business requirements.

Table Of Contents

Notes & Resources

2 The Sweet Spot For BPM Services Shifts To


Customer Engagement

Forrester interviewed 19 vendors for this


report, including Accenture, Architech
Solutions, Avio Consulting, BP3, Capgemini,
Cognizant, CSC, Deloitte, IBM GBS, ITC
Infotech, KPMG, Modus21, Princeton Blue,
Prolifics, Syntel, TCS, Tech Mahindra, Virtusa,
and Wipro.

Process Technologies And Internal Process


Skills Cant Keep Pace
BPM Service Providers Step In To Fill The
Widening Talent Gap
5 Finding The Right Partner For New BPM
Demands
Five Key Questions Help You Cut Through The
BPM Service Provider Fog
Staff Your BPM Crew For Long-Term
Sustainability
recommendations

14 Look To BPM Service Providers For Real


Process Innovation
15 Supplemental Material

Related Research Documents


Accelerate BPM Velocity With The Right
Service Provider Strategy
August 14, 2013
Design For Disruption: Take An Outside-In
Approach To BPM
June 14, 2013
Optimize Your Business Process Excellence
Program To Meet Shifting Priorities
June 6, 2013

2013, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available
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For Enterprise Architecture Professionals

Market Overview: BPM Service Providers, Q4 2013

the sweet spot for bpm services shifts to customer engagement


Over the past four decades, leading companies have applied tried-and-true process improvement
methods such as Lean and Six Sigma to drive eye-popping efficiency gains and back-office
automation. However, as business processes undergo a fresh wave of disruptive change, back-officefocused process skills and technologies lack the juice to deliver on new business requirements that
focus on customer engagement and extending business processes to digital channels.
Process Technologies And Internal Process Skills Cant Keep Pace
Arguably, the business process discipline is undergoing its most radical transformation since Henry
Ford introduced the car assembly line and Toyota introduced the concept of lean manufacturing.
But innovation in the business process methods and technologies used within most firms today has
not kept pace with the velocity of business change and diversity of new business requirements
driving the business appetite for partnering with external design firms (see Figure 1). A snapshot
of the current state of the BPM industry including business process practices and technologies
reveals a landscape littered with:

Process methods divorced from customer experience optimization. With over a dozen

different formal methods for process analysis, modeling, and improvement, BPM offers up a
rich set of tools and structured practices for driving business process change.1 However, only
one of these methods business capability modeling provides some context for evaluating
the impact of business processes and value streams on the overall customer experience. Through
interviews and client consulting engagements, Forrester sees many process teams struggling to
retrofit traditional BPM methods to support large-scale customer experience and front-office
improvement initiatives, with limited success.
We just completed the first phase of expanding our process improvement program to
include a focus on improving customer experiences. In this initial phase, we added
customer journey mapping as a new tool in our arsenal. But were still working to connect
journey maps and persona activities into a meaningful format that can feed process
redesign. (Director of BPM, major financial services firm)

Technologies built on an outdated foundation of process and data automation. Business

process technologies, ranging from BPM suites to dynamic case management solutions, all tend
to begin solving business process problems from the standpoint of managing process activity
states and data flows. This leaves a gaping hole between whats offered out of the box and what
must be custom developed to work within the organizations existing fragmented interfaces
and internal business applications. On top of this, consider the added complexity of optimizing
business processes for convenient task completion across an array of mobile and digital devices
and form factors.2

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Market Overview: BPM Service Providers, Q4 2013

Skills that undervalue the importance of user-centered design. BPM skills now require

more than just a focus on structured business process modeling and analysis. New business
requirements for process change center on the need to combine big data insights with great user
experience design, delivered in context while workers are completing tasks and engaging with
internal and external customers. This means that business process architects, designers, and
developers need to increase skills around design thinking and data management disciplines.3

Figure 1 There Is A Widening Gap Between New Business Requirements And Process Skills
Disruptive business requirements
Best opportunity to
partner with BPM
service provider
Digital
reinvention
gap

2008

2010

2012

2014

2016

Process methods and skills

2018

2020

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Source: Forrester Research, Inc.

BPM Service Providers Step In To Fill The Widening Talent Gap


In 2014, Forrester estimates that companies will spend about $4 billion globally on BPM consulting
and implementation services (see Figure 2). This estimate includes projects ranging from largescale business process transformation services to implementation of specific process technology
platforms to helping launch and establish internal centers of excellence. For this projected $4 billion
spend, Forrester found that most firms invest little time in evaluating how best to strategically
partner with BPM service providers to fill critical talent gaps.
Providers interviewed for this report all offer traditional BPM services that focus on business
process modeling, analysis, and development. However, we found leading providers offering
new services that center on helping teams navigate across a disruptive process landscape. When
evaluating service providers, consider firms that can help:

Scope a compelling vision for process change in a shifting environment. Based on hundreds
of client inquiries fielded by Forrester, one of the top challenges facing BPM teams is creating

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Market Overview: BPM Service Providers, Q4 2013

compelling visions for process change that executives can throw their support behind. In most
cases, we can see that teams clearly understand the potential business impact of BPM but need
to find the right external partner to help them sharpen the vision and reimagine what business
processes will need to look like in their business or industry over the coming years.

Expand your portfolio of process next practices and front-office engagement skills. BPM

programs are slowly waking to the reality of a shifting stakeholder and influencer landscape.
Yesterday, the only stakeholders they bumped up against were operationally focused the
COO, CIO, CFO, etc. However, now the CMO, product strategists, experience designers, and
customer-facing business execs all have something to say about how to improve company
business processes (see Figure 3). Some of the teams we interviewed for this research placed a
premium on finding external BPM partners that would be credible in front of these customerfacing business executives and also help their teams develop the right skills and vocabulary for
working with these new constituents.

Accelerate implementation for disruptive business requirements. Once a BPM initiative is

initially funded or new business requirements have been defined, business stakeholders ask,
Are we there yet? with regular cadence. However, few firms we interviewed demonstrated
an appetite for building up large benches of dedicated internal BPM resources. Forrester sees
the typical size of BPM programs in the six-to-10 range, with additional resources filled out
from service providers as projects staff up and staff down. With the right service provider
partnerships, teams can quickly roll on and roll off resources as program velocity dictates.4

Figure 2 Global BPM Service Providers Forecast, 2012 To 2017


BPM service provider market size
(in billions)

8.49

6.53
5.02
3.86
2.97
2.32

2012

2013

2014

2015

2016

2017

Source: Forrester Research BPM Service Providers Forecast, 2012 To 2017 (Global)
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November 25, 2013

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Market Overview: BPM Service Providers, Q4 2013

Figure 3 The Right Provider Can Help Engage New Process Stakeholders
COO/CFO focus
Business optimization
Process visibility
Performance management

LOB executive focus


New service design
Employee experience
Competitive position
BPM leader focus
Business architecture
Process architecture
Change management

CIO focus
Automation
Process standardization
Systems agility
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CMO focus
Customer experience
Digital channels
Brand management

Source: Forrester Research, Inc.

Finding the right partner for new BPM demands


Business process leaders that haphazardly enter into service provider relationships inevitably find
their programs lost at sea. Without the right service provider relationship, these programs face
strong headwinds that keep them from arriving safely at their final destination. However, finding
the right service provider partnerships is not just about hiring the right crew hands to keep the
ship moving forward. The right partnership configuration also requires evaluating and bringing
on partners that can help chart a clear course for your initiative and help steer the ship as internal
winds blow the program in different directions.

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Market Overview: BPM Service Providers, Q4 2013

Five Key Questions Help You Cut Through The BPM Service Provider Fog
In our market overview, Forrester interviewed 19 service providers to evaluate BPM service
offerings, industry coverage, depth and breadth of dedicated BPM resources, and depth of BPM
software partnerships. While this represents a small sampling of the broader BPM service provider
market, our overview focused on top service providers based on BPM service revenue, market
presence, and alignment with leading BPM software vendors.
There is a wide variety of offerings, coverage, and expertise among service providers (see Figure 4).
With such a wide variety, Forrester recommends that teams take time to assess their specific program
goals and objectives to create a shortlist of service providers that represent the best fit for the
programs long- and short-term needs (see Figure 5). Before jumping into a relationship with a BPM
service provider, be sure to assess your programs service provider needs by asking five key questions:
1. How unique is the problem or challenge to your particular industry? This speaks to the
level of industry-focused talent the vendor should have. Some vendors, like Capgemini and
Accenture, align all BPM resources around industries.
2. How important is vendor bench strength and depth with a given BPM suite platform? This
question is critical. In most cases, navigating the digital reinvention gap will require aligning
strategy with technology, so teams must assess how much depth they will need in a given platform.
3. Can a combination of service providers help speed your teams success? Larger systems
integrators are often able to provide bodies but might not have the deep expertise architecting
a solution based on a given tool set or method. So consider establishing a primary partnership
that is supported by secondary partners.
4. Is an onshore/offshore configuration optimal for business engagement? BPM requires
significant levels of engagement across different roles business analysts, process modelers,
process architects, developers, etc. An offshore model doesnt always support this level of
engagement across roles. But with some service providers boasting sub-$30/hour rates, it might
be worth evaluating if there is a mixed onshore/offshore model that fits your environment.
5. Which business stakeholders will be involved? This is an important question to answer as the
focus shifts to front-office engagement. If customer-facing executives will be involved in the
initiative, you want to be sure you hire a partner that can help you navigate conversations with
these stakeholders and will be credible to this group of stakeholders.
Staff Your BPM Crew For Long-Term Sustainability
After sizing up their programs goals and objectives, teams should take a step back to create the road
map they expect their BPM initiative to follow. This means evaluating potential roadblocks and

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Market Overview: BPM Service Providers, Q4 2013

checkpoints for course correction, along with an honest assessment of when different skills and roles
will need to come into play.
For example, when creating your programs road map, you might realize you need a strong and
credible service provider to help drive the initial program launch. Or you might realize that you
have strong internal leadership but need to bring on a crew of top-notch process developers to
quickly scale the number of BPM projects you can deliver simultaneously. Or in other cases, you
might only need a strategic advisor to help you shift from a project mindset to a program mindset.
Successful programs build service provider partnerships with a clear focus on driving long-term
sustainability for your program. Essential factors include:

The cultural fit between internal and external resources. Business process leaders need to

dig deep to evaluate each service providers cultural fit with your internal process philosophy,
appetite for innovation, and communication styles. During reference calls, ask questions that
look beyond the service providers prescribed process methodologies, such as how they use
thought leadership to help influence process strategy, how they bring customers together to
share process challenges and solutions across different industries, or where their approach or
philosophy broke down for a customer.

The depth and breadth of BPM software vendors partner ecosystem. Technology-focused

BPM initiatives are blind to creating shortlists of potential service providers. These initiatives
rely heavily on the BPM software vendors professional services team for upfront heavy lifting.
Taking a narrow focus on evaluating service providers during upfront BPM software evaluations
leaves teams scrambling to fill essential holes at the most critical points in the programs
evolution. To avoid this pitfall, invest time during the upfront BPM software evaluation to also
assess the bench strength, skill depth, and available capacity of each BPM software vendors
partner ecosystem.5

Embedding resources to anchor strategic roles. BPM is unique from other business

technology initiatives because it requires a high degree of both business and technical acumen
and cuts across numerous stakeholders that have competing business process agendas. These
unique challenges create a maze of potential breakpoints that could easily sink even the best-run
BPM programs. Anchor your BPM program by identifying program flexi-points that represent
the greatest risks to long-term success and sustainability. And then establish partner role
relationships that can back up or step in or play a critical part at key points for these roles
during the programs evolution.6

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Market Overview: BPM Service Providers, Q4 2013

Figure 4 BPM Service Engagement Models Come In All Shapes And Sizes

Issue continuum

Strategic

Magnitude of benefit
Prime value chain
establishes value from the
customer perspective and
identifies the insights to
drive enterprise value.

Authority and responsibility


KPI definition
Target setting and
compensation
E2E value-add mindset

BPM establishes end-to-end


value stream governance
and process strategy to
determine prioritization
linking to overall
business strategy.

$100M

$100M
$100M

$10M

$10M

$10M

$10M

$10M

$10M

Operational

$250K $250K $250K

Market
analysis

Platform
selection

Testing

Execution excellence
builds the engine to
manage and execute
portfolio of improvement.

$250K $250K $250K $250K


$250K $250K $250K
$250K $250K $250K $250K

Source: Accenture
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November 25, 2013

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Market Overview: BPM Service Providers, Q4 2013

Figure 5 BPM Service Provider Profiles


Service provider background
Provider name Provider overview

Top verticals

Regional focus

Accenture

A global management consulting group, providing


both management consulting services and
implementation services for large-scale BPM
initiatives. Strong standalone practice for
establishing BPM competency and centers of
excellence. Individual BPM methodology and
technology practice areas managed independently;
however, can be coordinated based on clients
project or program needs.

Financial services
and insurance,
telecom, retail,
healthcare, and
energy/resources

Global

Architech
Solutions

Architech Solutions is a Washington, D.C.-based


Public sector,
specialist BPM service provider that primarily focuses banking financial
on implementing Appian and Pegasystems products. services, healthcare
The firm is staffed by senior architects with deep
experience with the core products supported.

North America
(East Coast)

Avio Consulting Plano, Texas-based Avio Consulting is a BPM


specialist that was launched in 2007 by former
BEA executives. Avio is one of Oracles top BPM
partners, with specializations in both BPM and SOA.
Avio primarily focuses on Oracles FMW stack, with a
strong emphasis on technical architecture and
integration across BPM and SOA environments.

Financial services,
oil and gas,
manufacturing

North America

BP3

Austin, Texas-based BP3 is a BPM specialist that was


launched in 2007 by former Lombardi executives.
BP3 is considered one of IBM's top strategic partners
for architecting and implementing solutions for IBM
Business Process Manager. The firm also recently
launched a new partnership for Alfresco's Activiti
open source BPM offering.

Financial services,
healthcare,
manufacturing

North America

Capgemini

Paris-based Capgemini provides industry-focused


management consulting and implementation
services for business process management and
transformation initiatives. Individual BPM practice
teams are aligned with specific industry domains,
allowing for deeper coverage of vertical challenges.

Financial services
and insurance,
public sector,
healthcare, telecom

Europe, North
America
(primarily in
financial
services)

Cognizant

One of the largest global systems integrators,


Cognizant provides BPM strategy, implementation,
and integration services through a hybrid
onshore/offshore model.

Banking and
financial services,
insurance,
healthcare

Global

CSC

CSC is a large US-based systems integrator working


with different vendor BPM tools across vertical
industries. However, the sector supporting the
insurance vertical has a dedicated practice for
implementing DSTs AWD solution.

Financial services
and insurance

North America

Deloitte

A global professional services provider, Deloitte


provides implementation services for BPM under its
consulting advisory and implementation practices.
BPM-related services include process modeling and
design, process automation, process optimization,
and change management.

Public sector,
insurance and
banking,
life sciences, retail,
manufacturing

Global

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Market Overview: BPM Service Providers, Q4 2013

Figure 5 BPM Service Provider Profiles (Cont.)


Service provider background
Provider name Provider overview

Top verticals

Regional focus

IBM Global
Business
Services

IBMs Global Business Services (GBS) consultancy


provides an integrated approach to delivering BPM
management consulting and implementation
services. With primary emphasis on strategy and
implementation for the IBM BPM suite offering, GBS
also works with clients on large-scale business
process transformation initiatives that go beyond
technology implementation.

ITC Infotech

Bangalore-based ITC Infotech is part of a large Indian Banking, travel,


conglomerate that provides a wide range of
manufacturing
consumer and information technology services.
ITC Infotechs BPM practice primarily focuses on BPM
implementation, solution integration, and offshore
services. Strong emphasis on implementing open
source BPM solutions.

Global

KPMG

Coming from a tax consulting and auditing heritage,


KPMG provides high-end strategy consulting, analysis,
and design services for BPM. KPMG provides BPM
implementation services through its offshore
delivery center and also partners with third-party
systems integrators for implementation.

North America

Modus21

Public sector,
Charleston, SC-based Modus21 is a BPM specialist
insurance,
that focuses on process engineering, systems
integration, and organizational change management. manufacturing

North America
(East Coast)

Princeton Blue

New Jersey-based Princeton Blue is an emerging


service provider for business process automation,
management and optimization solutions, and
business rules platform implementations.
The company is active in the BPM industry as a
thought leader and is visible at different industry
and practitioner events.

North America,
Asia (primarily
Pacific region)

Prolifics

Prolifics is a global systems integrator, with primary


Healthcare, financial North America
focus on implementing and integrating IBM BPM and services, insurance
SOA solutions.

Syntel

Syntel is a multinational systems integrator, with a


dedicated BPM practice that focuses on helping
teams establish BPM centers of excellence and
implement BPM solutions and integration.

Banking and
Global
financial services,
insurance, healthcare

TCS

Tata Consultancy Services (TCS) is a global systems


integrator headquartered in India, providing a wide
range of BPM capabilities, with primary emphasis on
deep technical implementations and onshore/
offshore capabilities.

Banking and
financial services,
insurance,
telecom, public
sector

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Banking and
Global
financial services,
insurance, healthcare

Financial services,
healthcare, life
sciences,
telecom

Financial services,
pharmaceuticals,
healthcare

Global

Source: Forrester Research, Inc.

November 25, 2013

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Market Overview: BPM Service Providers, Q4 2013

Figure 5 BPM Service Provider Profiles (Cont.)


Service provider background
Provider name Provider overview

Top verticals

Tech Mahindra

Tech Mahindra is an India-based IT services


company that focuses on all facets of technology
solutions and implementation. The company's
dedicated BPM practice provides an on-shore/
off-shore delivery model for implementing BPM
solutions and augmenting BPM skills.

Manufacturing,
Global
telecom, insurance,
banking, healthcare

Virtusa

Virtusa is a leading global IT services provider, with


headquarters in Westborough, Mass., and
delivery centers in different locations throughout
India. Virtusas dedicated BPM practice concentrates
on delivering process-driven solutions and business
transformation for clients across different industries
and geographies.

Financial services,
Global
insurance, healthcare

Wipro

Wipro is a leading India-based systems integrator,


with a dedicated BPM practice providing consulting,
implementation, and staff augmentation services
that help BPM programs scale to meet demand.

Finance,
manufacturing, and
healthcare,
life sciences

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Regional focus

Global

Source: Forrester Research, Inc.

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Market Overview: BPM Service Providers, Q4 2013

Figure 5 BPM Service Provider Profiles (Cont.)


Service provider capabilities
Provider name Core competencies

Software
vendor ecosystem Dedicated resources

Accenture

Accentures core competencies for


BPM focus on strategic planning,
management consulting, technology
implementation, and change
management services.

Pegasystems, IBM,
Oracle, Tibco,
Software AG,
OpenText

Architech
Solutions

Architech Solutions core


Appian,
competencies for BPM focus on
Pegasystems,
solution architecture and technology Bizflow
implementation.

Forrester estimates between


3,500 and 4,000 resources
dedicated to BPM-specific
projects. This estimate includes
a variety of roles, ranging from
traditional business analysts to
solution developers.
Forrester estimates between 40
and 50 resources dedicated to
BPM-specific projects.

Avio Consulting Avios core competencies for BPM


focus on solution architecture and
technology implementation.

Oracle

Forrester estimates between 40


and 50 resources dedicated to
BPM-specific projects.

BP3

BP3's core competencies for BPM


focus on solution architecture, BPM
implementation, and process
innovation.

IBM, Alfresco

Forrester estimates between 40


and 50 resources dedicated to
BPM-specific projects.

Capgemini

Capgeminis core competencies for


Pegasystems, IBM,
BPM focus on strategic planning,
Oracle, Software AG
management consulting, technology
implementation, and change
management.

Forrester estimates between


4,500 and 5,000 resources
dedicated to BPM-specific
projects.

Cognizant

Cognizants core competencies for


BPM focus on technology
implementation and solution
architecture.

Pegasystems, IBM,
Appian

Forrester estimates between


2,000 and 2,500 resources
dedicated to BPM-specific
projects.

CSC

CSCs core competencies for BPM


focus on process analysis and
technology implementation.

Dedicated BPM
Forrester estimates between 30
practice focused on and 40 resources dedicated to
implementing DSTs BPM-specific projects.
AWD product

Deloitte

Deloittes core competencies for BPM IBM, Oracle, Tibco


focus on solution architecture,
technology implementation, and
business transformation.

Forrester estimates between


1,250 and 1,500 resources
dedicated to BPM-specific
projects.

IBM Global
Business
Services

IBMs core competencies for BPM


Primarily IBM
focus on business transformation
strategy, technology implementation,
and solution architecture.

Forrester estimates between


1,500 and 2,000 resources
dedicated to BPM-specific
projects.

ITC Infotech

ITC Infotechs core competencies for


BPM focus on technology
implementation and solution
architecture.

Forrester estimates between 100


and 125 resources dedicated to
BPM-specific projects.

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Software AG,
Bonitasoft, Intalio,
IBM

Source: Forrester Research, Inc.

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Market Overview: BPM Service Providers, Q4 2013

Figure 5 BPM Service Provider Profiles (Cont.)


Service provider capabilities
Provider name Core competencies

Software
vendor ecosystem Dedicated resources

KPMG

KPMGs core competencies for BPM


focus on business transformation
strategy, business architecture, and
solution architecture.

Appian, IBM,
Software AG

Modus21

Modus21s core competencies for


OpenText,
Forrester estimates between 35
BPM focus on process modeling and Whitestein, BizFlow and 40 resources dedicated to
analysis, technology implementation,
BPM-specific projects.
and solution architecture.

Princeton Blue

Princeton Blues core competencies


for BPM focus on technology
implementation and solution
architecture.

Prolifics

Prolifics core competencies for BPM IBM


focus on technology implementation
and solution architecture.

Syntel

Syntels core competencies for BPM


focus on process modeling and
analysis, process optimization,
solution architecture, and technology
implementation.
TCSs core competencies for BPM
focus on technology implementation
and solution architecture.

TCS

IBM, Pegasystems,
Appian

Forrester estimates between 150


and 175 resources dedicated to
BPM-specific projects.

Forrester estimates between 60


and 80 resources dedicated to
BPM-specific projects.
Forrester estimates between 120
and 140 resources dedicated to
BPM-specific projects.

Tibco, Pegasystems, Forrester estimates between 300


IBM, RedHat, Oracle and 350 dedicated BPM
resources.
IBM, Pegasystems,
Software AG,
Savvion, K2, Appian,
Tibco, Oracle, SAP,
OpenText, RedHat

Forrester estimates between


2,500 and 3,000 resources
dedicated to BPM-specific
projects.

Tech Mahindra

Tech Mahindras core


competencies for BPM focus on
solution architecture and technology
implementation.

Oracle,
Pegasystems, IBM,
Software AG,
Appian, Tibco

Forrester estimates between


1,800 and 2,000 resources
dedicated to BPM-specific
projects.

Virtusa

Virtusas core competencies for BPM


focus on solution architecture, and
technology implementation.

Pegasystems, IBM,
Oracle, Eccentex,
Savvion

Forrester estimates between


1,000 and 1,100 resources
dedicated to BPM-specific
projects.

Wipro

Wipros core competencies for BPM


focus on process modeling, solution
architecture, and technology
implementation.

Pegasystems, IBM,
Oracle, Appian,
Tibco, OpenText,
Software AG,
RedHat

Forrester estimates between


1,500 and 2,000 resources
dedicated to BPM-specific
projects.

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Market Overview: BPM Service Providers, Q4 2013

r e c o m m e n d at i o n s

look to bpm service providers for real process innovation


Over the next few years, business processes will face unprecedented disruption, requiring wholesale
reinvention to deal with new digital channels and increasing customer expectations. During
this time, business process executives will face the daunting task of building new process skills,
adopting new process methods, and navigating an increasingly complex process technology
landscape. Instead of looking solely to technology as the answer to new process challenges, BPM
teams will need to give greater emphasis to the role their service provider plays in helping drive
meaningful process innovation. Since BPM service providers come in all shapes and sizes, Forrester
recommends that you:

Mix and match providers to find the best fit for your program. A common pitfall we

found as we interviewed teams for this research focused on the need to find the one perfect
service provider that could cover all process needs. Full-service firms, such as Accenture
and Capgemini, do offer end-to-end process support covering business transformation to
technology. But dont be afraid to invite smaller boutique service providers such as BP3,
Avio Consulting, or Modus21 that have depth in architecting solutions for a particular
product or strong process analysis expertise.

Avoid using an army of providers as a permanent stop gap. When building out your

plan, invest time in evaluating and mapping out how you plan to use service providers
strategically to transfer critical skills and competency around new business process
methodologies. For example, if your team is focused on customer experience transformation,
plan to assign someone to work alongside the service providers customer experience person
to learn their methodology and begin applying it to other process improvement projects.
The key is to plan on how you will build up your internal process army as the service
providers army stands down.

Short-list providers that hit your sweet spot of strategy and technology. During your

evaluation of BPM service providers, youre likely to uncover providers that claim to be
agnostic. When it comes to BPM, its best to find providers that have a strong relationship
with specific BPM technologies and also have a strong foundation in a defined set of process
methods and techniques. Try to avoid software providers that focus solely on methodology
or solely on a given technology. The best providers do a great job blending the two and hold
fast to BPM as an approach that combines both methodology and technology.

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Market Overview: BPM Service Providers, Q4 2013

Supplemental Material
Methodology
As part of the forecast modeling, Forrester develops comprehensive historical and base-year
market size estimates based on a variety of sources, including public financial documents, vendor
interviews, and Forresters proprietary primary consumer and executive research.
All of Forresters forecasts are designed by a dedicated team of forecasting analysts who build
the models, conduct extensive industry research, and manage the process of formally building
consensus among Forresters analysts. Forecast analysts have backgrounds in investment banking,
management consulting, and market research, where they developed extensive experience with
industry and company forecasting.
For more information on Forresters ForecastView offering, including access to additional details not
included in this report, please contact us at data@forrester.com.
Companies Interviewed For This Report
Accenture

KPMG

Architech Solutions

Modus21

Avio Consulting

Princeton Blue

BP3

Prolifics

Capgemini

Syntel

Cognizant

Tata Consultancy Services (TCS)

CSC

Tech Mahindra

Deloitte

Virtusa

IBM Global Business Services (GBS)

Wipro

ITC Infotech

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Market Overview: BPM Service Providers, Q4 2013

Endnotes
For more information about the different formal methods and practices for process analysis, modeling, and
improvement that BPM offers, see the October 3, 2012, Select The Core Methods And Techniques You
Need To Deliver BPM Excellence report.

For more information about how companies should address the optimization of business processes for
convenient task completion across an array of mobile and digital devices and form factors, see the February
4, 2013, Mobile Engagement Demands Process Transformation report.

For more information about how to incorporate user-centered design around your BPM efforts, see the
June 12, 2013, Design For Disruption: Take An Outside-In Approach To BPM report.

For more details about how to approach these new BPM service provider partnerships and the role they
can play in your organization, see the August 14, 2013, Accelerate BPM Velocity With The Right Service
Provider Strategy report.

In early 2013, Forrester published the BPM suites Forrester Wave, which helps users evaluate leading BPM
vendors, their strengths, depth, and other important attributes. For more information, see the March 11,
2013, The Forrester Wave: BPM Suites, Q1 2013 report.

For more information about the roles that flexi-points play in dynamic business and process, see the
September 24, 2007, The Dynamic Business Applications Imperative report.

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