June 2019, IDC #US43700818

IDC MarketScape

IDC MarketScape: Worldwide Digital Strategy Consulting Services 2019 Vendor Assessment

Douglas Hayward

IDC MARKETSCAPE FIGURE

FIGURE 1

IDC MarketScape Worldwide Digital Strategy Consulting Services

Vendor Assessment

Source: IDC, 2019

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Please see the Appendix for detailed methodology, market definition, and scoring criteria.

IDC OPINION

This study represents the vendor assessment model called IDC MarketScape. This research is a

quantitative and qualitative assessment of the characteristics that explain a vendor's current and future

success worldwide. This study assesses the worldwide capabilities and business strategies of 11

prominent digital strategy consulting suppliers. This evaluation is based on a comprehensive

evaluation framework that includes analysis of a set of parameters expected to be most conducive to

vendor success in providing world-leading digital strategy consulting services for clients during both

the short term and the long term.

A significant component of this evaluation is end-client input: the inclusion of digital strategy consulting

buyers' perception of the key characteristics and capabilities of consulting providers. This input was

gathered primarily from direct interaction with vendors' reference clients, supplemented with the

findings of a large-scale (710 responses) worldwide field survey of digital strategy consulting buyers.

The majority of the vendors assessed in this study are among the largest business consulting provides

globally, measured by 2017 revenue. As one would expect, overall, these firms performed very well on

this assessment. Hence the study found that the majority of the vendors assessed fell into the Leaders

category. An evaluation with a larger spread of vendor sizes might have included more vendors in the

Major Players and Contender categories.

Context: Clients Prioritize a Mix of Growth and Cost-Focused Priorities

Digital strategy consultancy addresses both the enterprise "cost agenda" (the need to drive efficiency,

increase profitability, and reduce costs) and the "growth agenda" (the need to increase revenue,

strengthen cash flow, and build the organization's brand). These two types of strategic objectives are

currently evenly matched in importance, according to IDC's 2019 Worldwide Global Buyer Perception of Digital Strategy Consulting Services Providers Survey, which was run in April 2019 to support this study:

When IDC asked buyers of digital strategy consulting services to name the most important

strategic business objective for their organization, the most cited response (with 21% of

respondents) was "make our business more efficient and profitable."

The second most cited response (with 15% of respondents) was "attract, retain, engage, and

monetize our customers better."

Overall, just over half (53%) of survey respondents worldwide chose growth-oriented themesas their top strategic objectives, while just under a half (47% of respondents) chose themes

related to cost and efficiency.

This fine balance between "growth" and "cost" is reflected in the actual work that digital strategy

consulting vendors are asked to carry out. The survey asked respondents to discuss a key recent

digital strategy consulting project, and then asked what was the most important organizational

strategic business objective that the project supported:

The most cited strategic objective (22% of respondents) for digital strategy consulting projects

was "make our business more efficient and profitable," which is a "cost agenda" objective.

The second-most citied response was "attract, retain, engage, and monetize our customers

better" (20% of respondents), which is a "growth agenda" strategic objective.

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Overall, 52% of organizations cited a "growth agenda" strategic objective as the driver of their digital strategy consulting project, while 48% said that their project aimed to meet a

corporate "cost agenda" strategic objective.

Digital strategy consulting work therefore reflects the mixture of strategic business objectives among

buyer organizations.

Satisfaction with Digital Strategy Consulting Vendors Is Generally High

Overall, digital strategy consulting services buyers are satisfied with what they are buying. IDC asked

digital strategy consulting services buyers to rate their vendors on a scale of 1–5 across a range of

capabilities and strategies (for more details, see the Strategies and Capabilities Criteria section). On

average, reference clients put forward by the vendors and in the anonymized field survey (whose

respondents were selected by IDC and were not proposed by the vendors), gave these services

providers generally high marks.

Key findings include the following areas where digital strategy consulting vendors are performing well

(and not so well), according to input from reference clients:

Challenging the client to accept new approaches or solutions was the area where reference

clients were on average most satisfied with the performance of their digital strategy consultingvendors. This suggests that consultancies are still doing best what they traditionally do best —

bringing objective fresh thinking and new best practices to the client.

The two next areas where consultancies on average performed best according to referenceclients were in providing digital-focused business strategy capabilities and the quality of their

professional staff. These are "bread and butter" areas of work where clients expect their consultancies to be highly proficient, and it is good to see that satisfaction with these areas is

high.

The area where reference clients rated their digital strategy consulting vendors lowest on average was in the transfer of knowledge/skills to clients' employees. This should probably not

be a surprise as the lack of knowledge and expertise transfer when projects end has long been

a recurring complaint among consultancy buyers.

Two other areas where average ratings for vendors were relatively lower were the provision of supporting capabilities in technology usage/implementation and the provision of value-creating

innovation. For more analysis on this subject, see the Advice for Technology Buyers section.

IDC MARKETSCAPE VENDOR INCLUSION CRITERIA

This research includes analysis of offerings from firms with digital strategy consulting and agency

offerings worldwide, including those with broad portfolios and specialty services spanning IDC's

research coverage.

This assessment is designed to evaluate the characteristics and buyer perceptions of each vendor, as

opposed to its size or the breadth of its services. This assessment mostly considers vendors with very

large business consulting businesses (i.e., with more than $1 billion in business consulting revenue in

2017, according to IDC's global revenue tracker) whose digital strategy consulting capabilities exist

alongside a broad set of business consulting and IT services capabilities and offerings.

Other vendors on the market with narrower services portfolios and/or with smaller business consulting

businesses may be capable of providing the breadth and the quality of digital strategy consulting

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services required by clients. In addition, an organization's specific objectives and requirements will

play a significant role in determining which firm should be considered as potential candidates for any

engagement. As such, this evaluation should therefore not be considered a "final judgment" on the

firms to consider for an engagement.

ADVICE FOR TECHNOLOGY BUYERS

Buyers should use this IDC MarketScape as one tool in their qualification and selection of potential

digital strategy consulting providers. All the vendors in this study have capabilities to help you create a

successful strategy for using digital technologies to create business value. The choice about which (if

any) services you buy from an external vendor, and which vendor or vendors you buy them from,

should be driven by your unique opportunities and challenges needs at any time.

What to Look for Beyond the "Table Stakes"

Key lessons that emerged from input that IDC received from buyers of digital strategy consulting

services included the following factors that clients should look for, over and above the "table stakes" of

digital strategy capabilities:

Look for evidence that the digital strategy consulting vendor can help you build innovation at

scale. For leading organizations that IDC has talked to, the focus of digital strategy has moved on from an initial concern with creating the capabilities and the environment for experimentation to happen to building the structures and the organizational behavior and

culture that allows innovation to happen at scale. That means that innovation should happen continuously and right across the organization — it should ideally be "democratized" and should not be the preserve of any one stakeholder group. Innovation should no longer be

about elite teams building clever products and services in skunk works isolated from the organizational "mother ship." Rather, it should now be about having structure, financialsystems, and the behavior and cultural attributes in place that encourage collaborative,

innovative thinking and relentless customer centricity across the enterprise.

Look for cultural and personal fit with your digital strategy consulting vendor. Consulting is still

a "people business," and it's important for consultants to work well with their clients on a personal level. In conversations with buyers, IDC found that the buyers that rated their digital strategy consultancy vendors most highly tended to be those where the buyer and the lead

consultant had a strong personal connection built on empathy for the client as well as respect

and professional commitment.

Look for the same commitment, vision, and relentless drive among people at all levels of the consultant's organization. One of the traditional criticisms of consultancies is that they fieldtheir best people when pitching to clients but then ship in less experienced and less committed

staff for the actual engagement — the "school bus syndrome." In conversations with consultancy buyers for this study, a related criticism that clients made of some vendors was that the quality, proactivity, and commitment of the senior staff that they dealt with from the

consulting was not replicated among other — often more junior — staff that they also dealt with. While consultancies obviously cannot clone their best people in laboratories, and while it's hard in the middle of a ferocious war for talent to ensure that all employees embody the values

of the consultancy, some reference clients told IDC that their vendors could have done more to ensure that staff at all levels embodied the best of the characteristics of the organization. As one reference client that IDC talked to for this study put it, "Every consultancy brings in the big

guns for the pitch, but when it's time for the actual implementation and for the long haul, those

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guys tend to disappear. The junior guys have a ton of potential, but I want to see them learning less on the job and learning more from their senior peers." Some buyers (including the buyer

quoted) marked their vendor down in their scoring, for this reason.

Some Areas of Potential Weakness to Probe For

When considering a digital strategy consulting vendor, it may be advisable to pay special attention to

four areas in this worldwide evaluation where buyers of these services were on average less satisfied

with their vendors than they were in other areas:

Transfer of vendor knowledge and skills to the client's employees. This is an area where the consulting industry has long been seen — fairly or unfairly — as weaker than it should be. While conversations with consultancy buyers suggest that this has improved substantially in recent

years, it was still one of the two areas where, on average, the vendors in this study receivedtheir lowest ratings from reference clients. This can have real-world consequences: One reference client IDC talked to for this study said that it had to extend the project to spend more

time on training its people. Not surprisingly, the client felt that the consultancy is "capable of doing this, but could be better at it," and therefore did not give its vendor a top score for this category. When contracting with digital strategy consulting vendors, it may be advisable to

ensure that transfer of knowledge and expertise is explicitly built into the agreement before the

contract is signed and work begins.

Differentiation among vendors. This study aims to help buyers select the right digital strategy consulting vendor by probing strengths and weaknesses across a range of capabilities andstrategies by the organizations' profiles. Consultancies compete strongly and tend to offer the

same types of services, and innovations pioneered by one consultancy tend to be quicklycopied by competitors. Longer-term differentiation often resides in the vendor's way of doing things, in the "how" as much as the "what" and in its intellectual property (such as

methodologies, frameworks, and tools). Particularly when selecting digital strategy consulting

partners, press them hard for what really differentiates them from their peers.

Supporting capabilities in technology usage/implementation. While this study is about digital strategy consulting, it is becoming increasingly difficult to separate digital-focused consultancy from implementation. Corporate strategy now tends to be created and refined on a continuous

and real-time basis, using iterative cycles in which insights from "real world" digital implementation feed back into — and improve — the strategy. Moreover, strategy development often involves iterative prototyping of minimum viable products (MVPs) and testing of new

technologies. All this means that technology expertise almost invariably plays a role in corporate strategy creation. That is not to say that digital strategy consulting buyers shouldonly consider those vendors with large-scale IT services capabilities — the technology "tail"

should not wave the strategy "dog." Many consultancies have excellent specialized digital implementation capabilities created without the need for a high-volume IT services deliverymachine. However, it's advisable for buyers to look for proof of capabilities and experience in

technology implementation and to ensure that these will be available whenever necessary

during the consulting engagements.

Delivery of value-creating innovation. Innovation for its own sake creates no lasting value — the point of innovation is to use it to achieve business goals. Five years ago, in the initial phase of the current wave of digital-enabled business transformation, it was important for buyers to see

evidence that their digital strategy consulting vendors were on top of disruptive new technologies and that they were innovative in how they applied these technologies. Today, innovation among leading enterprises and nonprofits is taken for granted; it has become part

of the fabric of the organization. Operationally, the challenge is to ensure that innovation is

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done continuously and that it scales. Strategically, the challenge is to ensure that innovationaddresses the right issues and that its effect can be measured. Buyers are advised to press

digital strategy consulting vendors for evidence that they have experience of helping their clients carry out continuous innovation at scale and that they have a track record of helping

clients focus on innovation that matters strategically to the business.

VENDOR SUMMARY PROFILES

This section briefly explains IDC's key observations resulting in a vendor's position in the IDC

MarketScape. While every vendor is evaluated against each of the criteria outlined in the Appendix,

the description here provides a summary of each vendor's strengths and challenges.

Accenture

Accenture is positioned as a Leader in the worldwide 2019 IDC MarketScape for digital strategy

consulting services.

Accenture has 477,000 employees and operations in 53 countries, making the company one of the

world's largest professional services companies. Clients include 92 of the Fortune Global 100 and

more than three-quarters of the Fortune Global 500.

Accenture provides digital strategy services that aim to help clients capitalize on the opportunities that

digital disruption creates, reinvigorate their business and operating models, and mobilize their

organization to deliver results. The company draws on expertise and skills across its Accenture

Strategy, Accenture Digital, Accenture Consulting, and Accenture Technology businesses.

Accenture strategy services combine industry expertise, analytics capabilities, and human-led design

methodologies to enable clients to act with speed and confidence. The aim is to identify clear,

actionable paths to achieve and sustain competitive agility to help C-suite executives architect and

execute strategies that drive growth.

The Accenture "Innovation Architecture" integrates the company's innovation capabilities. These

include:

Accenture Research, which produces thought-provoking trends research

Accenture Ventures, which connects clients to innovative start-ups and makes strategic equity

investments in new technology players

Accenture Labs, which carry out research and incubate new concepts through applied R&D

Accenture Studios, which cocreate solutions and MVPs with clients

Accenture Innovation Centers, which demonstrate solutions across more than 40 industries

Accenture Delivery Centers, which industrialize the delivery of innovation through a network of

more than 50 delivery centers around the world

For example, at The Dock in Dublin, Accenture runs a design-led, multidisciplinary research and

incubation hub where 200 designers, developers, and experts in artificial intelligence (AI), advanced

analytics, the Internet of Things (IoT), blockchain, security, and mixed reality. The aim is to help

Accenture's clients investigate, imagine, and bring ideas to life, together with universities and start-ups.

Accenture has expertise across more than 40 industries, including automotive, banking, capital

markets, chemicals, communications/media, consumer goods, energy, food and beverage, freight and

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logistics, health, industrial equipment/manufacturing, insurance, life sciences, metals and mining,

pharmaceuticals, retail, software/technology, travel, and utilities.

The company offers a range of strategic services related to customer insight and growth, talent,

leadership, and employee experience, aiming to help clients focus on growth, profitability, and

sustainable business practices to increase operational agility and shape their future workforces. For

example, Accenture supports the CFO function with services to drive profitable growth through

improved digital finance and enterprise performance practices.

Accenture is a leading partner of many key technology players, including SAP, Oracle, Microsoft, and

Salesforce. Accenture's Avanade joint venture, co-owned with Microsoft, delivers services around

Microsoft technology.

In fiscal year 2018, Accenture invested $1.7 billion in R&D and training, and in the past five years,

Accenture has deployed $5 billion in about 90 strategic acquisitions, predominantly in emerging

technologies. It has approximately 6,800 patents and pending patent applications in 44 countries.

Accenture is a premier partner with the leading cloud and AI platform players and has established

dedicated innovation centers with many of these players. Its network of digital and innovation labs

includes 13 "Nano Labs" and nearly 400 innovation centers, studios, and centers of excellence in 92

cities across 35 countries. These labs and centers collaborate with the 8 Accenture Labs (the

company's primary R&D facilities), which conduct research and incubate new concepts through

applied R&D projects that have a near-term impact on clients' businesses.

Accenture offers a series of cloud-based platforms that provide accessible, flexible, consumption-

based "as a service" models that aim to accelerate tangible business outcomes. One example is

Accenture myConcerto, which combines Accenture's proprietary tools, accelerators, and preconfigured

solutions for industry and business functions, design thinking, and diagnostics, enabling the company

to create personalized business cases, road maps, and solution prototypes for clients.

Accenture's client collaboration method, called "FORM," combines data-driven consulting, functional

and process expertise, proprietary approaches, and design thinking techniques and methodologies to

enable the company's people to combine left-brained capabilities (logical thinking, data analytics, and

pragmatism) with right-brained skills (for human-centered creativity) to codevelop strategies and

solutions with clients.

Through Accenture Strategy and Accenture Applied Intelligence (the AI-focused analytics group within

Accenture Digital), the company offers advanced analytics capabilities. Teams comprising more than

8,000 strategists and 3,000 data scientists help clients develop new strategies as well as their own

data and analytics capabilities.

Accenture Strategy works with Fjord, the company's design and innovation capability, to reimagine and

redefine people's relationships with the digital and physical worlds by combining human insights with

analytics in strategy development. By combining the company's skills in design thinking and business

and technology strategy, Accenture says that it has integrated the human insights power of the right

brain with the analytics, industry, and technical power of the left brain. The aim is to provide clients

with human-centric, business-relevant strategies that impact the way people work and live in the post

digital era.

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Strengths

The areas of strength for Accenture include digital-focused business strategy capabilities, functional-

specific digital strategy capabilities, delivering value-creating innovation, industry-focused digital

strategy capabilities, the quality of digital strategy professionals, client willingness to recommend to

industry peers, client willingness to recommend to any company, and differentiation from peers.

Accenture was also noted by clients in several other areas, including supporting technology

capabilities, challenging the client to accept new approaches or solutions, transferring knowledge and

skills to the client's employees, and driving and supporting change the client's organization.

Comments from Accenture reference clients included:

"Accenture really understood our business and how to engage across our organization."

"We appreciate their expertise and ability to deliver projects."

"They're an excellent strategic partner."

Challenges

No obvious areas of improvement for Accenture were specified by clients in the key areas where IDC

asked reference organizations to rate their digital strategy consulting services provider.

BCG

Boston Consulting Group (BCG) is positioned as a Leader in the worldwide 2019 IDC MarketScape for

digital strategy consulting services.

BCG has 90 offices in more than 50 countries with more than 18,500 employees. The firm has over

5,000 consultants who have experience on digital projects. BCG does not publish its digital strategy

consulting revenue, but total revenue in 2018 was $7.5 billion, and the firm has seen double-digit

growth over the past five years. The company has been an innovator in business strategy since it was

founded in 1963.

BCG has expertise across functional and industry practice areas in domains such as change

management, strategy, growth, marketing and sales, pricing, mergers and acquisitions (M&A),

divestitures, operations, sustainability, and large-scale change. It has expertise across approximately

20 industries including automotive and mobility, biopharmaceuticals, consumer products, retail,

financial institutions, public sector, technology, and media and telecommunications.

BCG's multidisciplinary digital teams combine business consultants and industry experts across a

spectrum of digital specialisms, including employees of dedicated digital subsidiaries. This includes a

diversified mix of profiles including designers, user experience/user interface (UX/UI) experts,

coaches, and product managers.

The firm launched DigitalBCG in 2017, combining BCG's traditional strategic focus with expertise in

data, digital, and technology. DigitalBCG has a global remit, working on a cross-business, cross-

functional agenda. Complementing this are local functional accelerator initiatives and geographic

nodes developed by each of the firm's four regions globally, to ensure key functional capabilities are

available to all clients and partners around the globe.

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A further three DigitalBCG subsidiaries offer digital and analytics expertise:

BCG GAMMA assembles data scientists, technologists, and consultants conceptualize, build,

and deploy advanced analytics solutions.

BCG Platinion brings together expertise in IT architecture, implementation, IT project

management, and design to help clients with implementation in IT, digital, cybersecurity, and

risk.

BCG Digital Ventures works with start-ups to create new market opportunities and uncover new sources of competitive advantage for clients by helping them think and act like venture

capitalists.

BCG also has a portfolio of proprietary tools, driven by an in-house business unit of development

experts. The firm also has several BCG-owned specialty consulting organizations such as

BrightHouse, which works with clients around culture, strategy, and brand purpose to accelerate

transformation.

BCG's digital offer is organized into 15 key digital programs that have dedicated resources across

regions and industries focused on driving collaboration and integrating these capabilities into client

work. Broadly, these programs address themes such as business strategy driven by digital, digitizing

the core, new digital growth, changing ways of working, leveraging the power of data and technology,

and integrating ecosystems.

BCG also has teams working with next-generation technology such as quantum computing,

blockchain, and augmented reality/virtual reality in addition to these digital programs.

BCG helps client organizations adapt to digital change in a variety of ways. One highlight is Build-

Operate-Transfer (BOT), which involves setting up a technology center to pilot high-potential use

cases and then scaling them through the organization. The aim is to help organizations learn how to

navigate the digital space so they can take control of their own direction. A second, Agile at Scale,

involves rolling out the Agile methodology across the full organization together with more structural

changes in organization design.

DigitalBCG has a network of Immersion Centers that help clients jump-start their digital

transformations or focus on specific points of their journey. These centers draw on diverse digital

competencies from digital business strategy to data science and analytics to enterprise technology

architecture. BCG currently has centers in Paris; Silicon Valley, California; and Bangalore, India, with

centers opening soon in New York and Shenzhen, China.

BCG also has a network of Innovation Centers for Operations (ICOs), operating a network of "model

factories" with partners across Germany, France, and the United States. The ICO is a model factory

designed to accelerate digital transformation in leading companies across a wide range of industries.

The ICOs include real production lines and visionary technology demonstrators, allowing for a unique

client experience.

Clients include UPS, Starbucks, Allergan, KLM, and Malakoff Médéric.

BCG has a number of tools and frameworks to help clients innovate. These include BCG's Digital

Acceleration Index (DAI), which benchmarks an organization's digital maturity against those

organizations that have exhibited digital leadership and helps identify digital opportunities.

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The firm partners with leading technology companies such as Microsoft, Amazon Web Services

(AWS), Google, and Salesforce to broader and extend core competencies, offerings, and reach.

BCG carries out its own research through the BCG Henderson Institute (BHI). This has three units: the

Strategy Lab, BCG Fellows, and the Center for Macroeconomics to embrace ideas and develop new

and valuable insights from business, science, technology, and society.

Strengths

Key areas of strength for BCG include driving and supporting change across the client's organization,

understanding clients' unique needs, challenging clients to accept new approaches or solutions,

supporting capabilities in technology, client willingness to recommend the vendor to industry peers,

and client willingness to recommend to any other organization.

BCG was also noted by clients in several other areas, including its functional-specific and industry-

specific digital strategy capabilities and digital-focused business strategy capabilities and for delivering

value-creating innovation.

Comments from BCG reference clients included:

"BCG were really engaged and part of the challenge."

"Superior client support — they were immediately up and running and looking for benefit

creation."

"They did a good job of getting our senior management and leadership to be open minded and

to do something revolutionary. We could not have done it without them."

Challenges

BCG has the opportunity to improve its perception among clients in two areas: differentiation from its

peers and the quality of digital strategy professionals.

Capgemini

Capgemini is positioned as a Major Player in the worldwide 2019 IDC MarketScape for digital strategy

consulting services.

Capgemini's digital strategy consulting business is represented by its global Invent brand. Its mandate

is to engage CXOs from data strategy to deliver supporting insights-driven use cases to accelerate the

deployment of innovative new products and services.

Capgemini Invent does not publish its revenue, but the unit has more than 7,000 professionals

distributed across France; Germany, Austria, and Switzerland (DACH); the United Kingdom; India;

Benelux; North America; the Nordics; Spain; and Asia/Pacific. Capgemini says the unit has more than

€1 billion in bookings.

Capgemini Invent has 6 overall capabilities, which include 22 sub-capabilities:

Customer Engagement, which includes Customer Transformation, Experience Design and

Technology (via Idean, Capgemini's design arm), and Digital Marketing

Future of Technology, which includes Digital IT Acceleration, Digital "new" Services and

Platforms, Digital Architecture, and Trust

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Operations Transformation, which includes Digital Engineering and Asset Management,

Digital Manufacturing, Supply Chain, Process Optimization, and Finance Transformation

People and Organization, which includes Future Leadership and Talent, Organizational

Dexterity, Change Acceleration, and Future HR

Insight-Driven Enterprise, which includes AI and Automation Strategy, Insight-Driven Business

Innovation, and Data, Risk, and Regulatory

Innovation and Strategy, which includes Strategy, Innovation (via Fahrenheit 212, Capgemini's

innovation arm), and Business and Operating Models

In North America, the company also has a seventh capability called Digital Transformation Solutions,

which draws on legacy LiquidHub's solution expertise.

Capgemini Invent has 13 global New Strategic Offers (NSOs). Each of these offers incorporates more

granular suboffers that draw on capabilities from across the Group. The company has 6 capability-

based and 7 sector-based NSOs.

Capability-based New Strategic Offers are as follows:

Digital Manufacturing, which cuts time to market, reduces costs, and enables new digital

operating models

Impact of Automation on HR/Workforce, which helps clients create new work models, driven

by new technologies and automation, enabling new ways of working

Disruptive Innovation, which helps clients create new products, services, business models,

and experiences that deliver sustainable and profitable growth

AI Ambition, which helps clients leverage the potential of artificial intelligence to generate new

or better insights in order to drive revenue and efficiency

Digital IT, which helps clients transform their IT function to become digital, cloud enabled, and

fully agile

Digital Core with S/4 Transformation, which helps clients use SAP's S/4HANA offering to drive

business transformation

Sector-based New Strategic Offers are as follows:

Inventive Banking, which helps clients create new business models, products, and services

and orchestrate the transformation required to make these commercially viable

Risk and Regulation Compliance Powered by Data, which enables risk functions to improve

performance by building and delivering insight-enabled solutions, including AI

Consumer and Shopper Engagement, which helps clients better understand end consumers

and transform their digital content and deliver better engagement

Consumer Products Supply Chain, which helps clients build supply networks with greater

speed, agility, and efficiency

Customer Engagement and Loyalty, which helps retailers improve the way customers engage

and shop and helps them transform customer relationships

Smart Mobility Connect, which helps clients digitalize their business with mobile technologies

and transform to a customer-centric business

Digital Telco Operator, which helps telcos transform their business models to better engage

customers and increase average revenue per user

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Capgemini Invent has 22 creative studios around the world in association with its design services arm,

Idean. In addition, Capgemini Invent has a network of Innovation F212 studios located in New York;

London; Munich, Germany; Stockholm, Sweden; and Paris. These studios carry out product ideation

and associated MVP design and build activities, including rapid consumer testing and proofs of

concept.

Capgemini as a whole serves some 20 industries. Several industries are targeted in particular by

Capgemini Invent: consumer products and retail; financial services; telecom, media, and

entertainment; manufacturing; automotive; life sciences; and energy, utilities, and chemicals.

Capgemini Invent is working with 500+ clients including Barclays, Orange, Audi, Airbus, Google,

Diageo, Nike, Coca-Cola, Dräger, MAN, and Cisco.

Capgemini Invent has global strategic alliances with multiple technology providers, including Adobe,

Amazon Web Services, GE Digital, IBM, and SAS.

Capgemini Invent uses a Digital Maturity Assessment (DMA) tool, which helps clients assess the

current state and level of their overall digital maturity. The DMA is a survey-based benchmarking tool

based on four years of research in partnership with the Massachusetts Institute of Technology (MIT)

and Capgemini's experience working with clients on digital transformation. The tool is a first step in

understanding a company's digital and leadership capabilities, relative to industry peers. Clients are

categorized into four groups: Beginners, Fashionistas, Conservatives, and Digital Masters.

Capgemini Invent has alliances with several academic institutions globally, including Massachusetts

Institute of Technology for now almost 10 years. In addition, the company has its own research

organization, the Capgemini Research Institute, that produces technology-specific and industrial-

specific insights around digital strategy and transformation.

Strengths

Capgemini was not able to participate fully in this IDC MarketScape and did not put forward reference

clients. IDC therefore used Capgemini-specific data from its global field survey of digital strategy

consulting buyers.

The areas of strength for Capgemini include challenging clients to accept new approaches and for

being differentiated from competitors in both its capabilities and its branding. It was rated well among

survey respondents for driving and supporting change across the clients' organizations.

Challenges

The areas where Capgemini shows potential for improvement are in driving successful digital strategy

creation in client organizations, understanding the unique need of the client's business, and delivering

value-creating innovation and in how differentiated it is in the way that it engages with clients.

Deloitte

Deloitte is positioned as a Major Player in the worldwide 2019 IDC MarketScape for digital strategy

consulting services.

Deloitte has a dedicated Digital Strategy organization along with a range of discrete resources

dedicated to both the delivery and the ongoing development of its Digital Strategy practice. It operates

in more than 150 countries backed up by a global network of digital studios.

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Deloitte does not publish revenue for its digital strategy consulting operations, but overall, the firm

reported global revenue up 11.3% to $43.2 billion for its financial year ending May 31, 2018, with

Consulting being the service line with the fastest growth at 15.7%. Deloitte increased its total workforce

by 8.4% during the year to 286,000 people across all disciplines.

The Digital Strategy practice includes multiple offerings, each with its own dedicated staff of partners

and professionals, spanning four core areas: Enterprise Strategy, Customer Strategy, Operations

Strategy, and Human Capital Strategy.

Deloitte significantly enhanced its strategic advisory capability with the acquisition of Monitor in

January 2013 and the subsequent creation of Monitor Deloitte and has continued to bolster this

capability through both organic growth and targeted acquisitions.

The Digital Strategy practice is global and works in all major Deloitte markets across the globe.

Deloitte has a global network of 47 digital studios in 29 countries to help clients develop and execute

on their digital ambitions. The firm also has 80+ innovation labs as part of the global Deloitte

ecosystem and has more than 32 Deloitte Greenhouse facilities globally. These are locations that

allow clients to ideate, innovate, and tackle their biggest challenges through interactive workshops in

specially designed environments. Deloitte's Center for the Edge develops original research and

substantive perspectives on new corporate growth.

Industries served include consumer, energy, resources and industrials, financial services, government

and public services, life sciences and healthcare, and technology, media, and telecommunications.

Clients include Lufthansa, Hess, and REI.

Deloitte's alliance relationships include Salesforce, SAP (notably for S/4 HANA and Hybris), Oracle,

Workday, IBM, Hewlett Packard Enterprise (HPE), Apple, Google, Amazon, Microsoft, MuleSoft,

ServiceNow, Adobe, OpenText, Informatica, Fujitsu, Tencent, Alibaba Group, and Dell EMC.

Deloitte's services delivery model follows an "Imagine, Deliver, Run" paradigm:

Imagine is about helping the client to get the right focus to quickly set ambitions and chart a

path to success by developing a road map to achieve those ambitions. Imagine includes three

elements:

Sense: Understanding trends and disruptors to uncover opportunities in the digital

landscape

Aspire: Provoking aspirations, analyzing the value of potential initiatives, and defining an

ambition statement

Decide: Aligning and selecting ideas that enable the client to rapidly demonstrate

momentum toward its ambition

Deliver is about getting the concept right and making it tangible putting the ambition in motion

by moving forward and launching in the market. Deliver includes three elements:

Deepen: Uncovering unmet user needs, motivations, concerns, and drivers

Design: Generating balanced concepts that can be tested in market

Prove: Iteratively building, testing, and learning to deliver the MVP to market and to de-risk

innovations and elements that drive iterative concept refinement.

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Run is about getting the client's new business to scale, once the ambition is refined, using

flexible and integrated delivery teams. Run includes three elements:

Launch: Refining an MVP based on market feedback to ensure successful business

launch

Scale: Iteratively refining and monitoring for new releases to support the solution as it

matures

Operate: Evaluating and improving operational pillars to transition resources and support

lasting success

Deloitte regularly makes investments in proprietary digital-enabling assets and capabilities. A recent

example is the "human experience" marketing platform, Hux, which gives clients increased visibility

and control of customer data, machine learning (ML)–driven capabilities to determine how to engage at

an individual level, and systems integration across the entire customer engagement ecosystem. Other

examples include PredictRisk, a proprietary data and machine learning–driven risk prediction platform

that is leveraged across a variety of use cases, and the Deloitte NeuroScience Institute, an innovation

group that focuses on the human experience through neuroscientific insights.

Academic alliances include University of Texas, Austin; Massachusetts Institute of Technology;

Singularity University; and Harvard University and industry associations such as the TM Forum.

Deloitte has its own research capabilities, including Deloitte Insights, and each year, Deloitte publishes

the Tech Trends report, which highlights emerging trends that are likely to impact businesses in the

next 18–24 months.

Strengths

Clients rated Deloitte highly in four key areas: understanding clients' unique needs, functional-specific

digital strategy capabilities, industry-specific digital strategy capabilities, and the quality of its digital

strategy professionals.

Deloitte was also noted by clients in several areas, including differentiation from its peers, transferring

knowledge/skills to clients' employees, and client willingness to recommend the vendor to industry

peers.

Comments from Deloitte reference clients included:

"Deloitte was differentiated in understanding the complexity of our large organization and in

moving from strategy to tangible integration."

"Deloitte was an invaluable partner to us as we mapped out a transformative digital strategy."

"They helped us significantly as we expanded into a new service offering."

Challenges

Deloitte has the opportunity to improve its perception among clients in two areas: delivering value-

creating innovation and willingness to recommend the vendor to any company.

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EY

EY is positioned as a Leader in the worldwide 2019 IDC MarketScape for digital strategy consulting

services.

EY is a multidisciplinary professional firm present in over 150 countries globally. The firm has more

than 16,000 people across the world supporting its digital consulting work.

EY does not have a separate "digital" brand or organization but rather embeds digital transformation

capabilities across its four global service lines:

Advisory — Consulting services around strategy, customer experience (CX), operations,

technology, analytics, risk and cyber, and people advisory services

Assurance — Providing services to clients around Digital Trust (e.g., around audit, fraud

investigation, risk assurance, and cybersecurity)

Tax — Providing services relating to the tax implications of a digital transformation (e.g.,

changes to tax legislation resulting from the digital economy)

Transaction Advisory Services — Providing services around mergers and acquisitions and

capital allocation related to digital transformation

EY has alliances and partnerships with over 30 digitally focused technology companies and institutions

including tier 1 vendor alliances with Microsoft, SAP, Adobe, IBM, and Cisco. Other strategic

relationships include a new tax technology alliance with Thomson, ServiceNow, Crimson Hexagon,

Pegasystems, and Clarabridge.

EY has created its "wavespace" global network of innovation and experience centers. The firm

currently has full wavespace 20 centers, with another 50 satellite locations. wavespace centers and

satellites have a complementary range of sector insights and emerging technology capabilities. EY

also creates wavespace on client's sites, either on a permanent basis or on a mobile and pop-up basis.

Over 500 FTEs are resident in the centers, with many more working in and from the centers at any

given time. More than 500 EY clients have used the wavespace network over the past year, including

over 100 of EY's major (Global 360) clients.

EY uses a digital strategy methodology, Experience-Led Transformation (ELT), to help clients develop

a digital transformation road map and an implementation plan. EY teams work with clients in defining,

creating, and activating their future customer experience strategy. The ELT approach uses five key

stages, using agile design principles.

ETL engagements include a proprietary tool, EY Experience Calculator, that helps clients prioritize

areas of focus using three primary factors: value to the customer, value to the organization, and

cost/complexity. These factors become components of the future state road map. After developing a

future state road map and a blueprint during the initial strategy phase of work, EY uses its Continuous

Improvement Implementation Framework to execute the blueprint.

Proprietary assets and accelerators include EY Embryonic (tracks M&A activity and venture capital

[VC] funding flows), EY Digital Readiness Assessment (performs digital maturity diagnosis), EY

Growing Beyond Borders (consolidates macroeconomic and digital trends), EY CogniStreamer (an

open innovation software platform), EY Storybook (a voice of the customer research and journey

mapping platform), and Microsoft PPM (a codeveloped solution with Microsoft to manage the overall

digital transformation program and portfolio).

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In addition, EY launched a number of new capabilities in its fiscal year 2018 including:

EY Catalyst, an operational excellence cloud-based platform that helps clients enhance their

performance improvement programs in supply chain and manufacturing

EY Risk Navigator, an integrated solution built on the SAP Cloud Platform (SAP's platform as

a service) that helps EY clients take advantage of predictive analytics to monitor and manage

risk and compliance in the digital age

Internal Audit Re-imagined, which infuses new technology solutions — analytics (EY Optix), robotics (Automation Central), and risk assessment (RiskApp supported by ThinkTank) — into

EY's intelligent automation offerings

EY PathScan, which identifies complex cybersecurity attacks

Industries served include financial services, healthcare, travel and hospitality, technology, media and

entertainment, consumer products/retail, chemicals, and public sector services.

EY clients include British & Irish Lions, Corteva, Velon, and Royal Caribbean.

Academic alliances include Johns Hopkins (solutions that help improve patient care and operational

efficiencies for hospitals and other healthcare facilities) and Los Alamos (behavioral analysis

cybersecurity tools to help respond to and quickly counter cyberattacks).

Strengths

EY was rated highly by clients in the areas of quality of digital strategy professionals, driving and

supporting change across clients' organizations, delivering value-creating innovation, understanding

clients' unique needs, and challenging clients to accept new approaches and solutions.

EY was also noted by clients for a number of areas, including its functional-specific and industry-

specific capabilities, transferring knowledge and skills to clients, and client willingness to recommend

the vendor to any company.

Comments from EY reference clients included:

"EY are very organized and responsive — a good partner for strategic discussion."

"They convey digital ideas clearly to business unit people."

"EY had a very enthusiastic team with a talented leader who had good people and

communication skills."

Challenges

EY has the opportunity to improve its perception among clients in three areas: supporting technology

capabilities, digital-focused business strategy capabilities, and industry peer recommendation.

Globant

Globant is positioned as a Major Player in the worldwide 2019 IDC MarketScape for digital strategy

consulting services.

Globant is a global services company founded in Argentina in 2003, with offices in the Americas,

Europe, and Asia/Pacific regions. Globant describes itself as "digitally native" and went public in 2014.

Its shares are listed on the New York Stock Exchange. By mid-2019, it had more than 9,200

employees (known as "Globers") spread across 42 offices in 36 cities in 17 countries.

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Key industries served by Globant include media and entertainment, travel, banking and financial

services, technology and telecommunications, professional services, healthcare, consumer goods,

retail, and manufacturing.

The bulk of Globant's clients are located in North America, followed by Europe and Latin America. The

company's development centers are located in Latin America, Asia, Europe, and North America.

Clients include EA, Openbank, National Geographic, Fox, Southwest Airlines, the Metropolitan Police

Service (London, United Kingdom), YPF, and Rockwell Automation.

Globant focuses on the digital and cognitive space and works with clients to create software products,

design digital journeys, and drive transformations that emotionally connect its clients' customers with

both consumers and employees. The company provides clients with the tools, insights, and support for

companies to execute the transformations they need across the organization.

Globant intentionally does not organize its capabilities along regional, industry, or functional lines, as it

believes that industries benefit from incorporating strategies and practices from one another. Instead,

the organization is structured around "Studios" — deep pockets of expertise on the latest technologies

and trends. While Globant employees have industry knowledge and experience, the company argues

that the Studio model brings a disruptive approach that clients look for. Each Studio cross-pollinates

insights from different industries to create disruptive ideas.

Studios are organized by technology or trend, rather than the geographic location of their constituent

Globers, so they can address client needs regardless of industry or geography. The company stays

relevant by creating new practices and Studios as trends emerge.

Globant uses a lean method for organizing its teams, known as the "Agile Pod" model. Pods are

interdisciplinary teams that include engineering, design, innovation, strategy, consulting, and

management capabilities. The "podular" and autonomous structure of Globant is designed to

encourage innovation, entrepreneurship, and agility and to drive efficiency to help clients during their

digital and cognitive evolution.

Globant argues that with less need for command-and-control methods, and with independence in their

execution, the Pods can focus on the client, be close to the front line, make decisions quickly, improve

accountability, and eliminate bureaucracy.

The company also has Globant Labs, which are groups of both creative and tech-centered Globers

working on leading-edge technology projects. It offers clients Innovation Spaces, which focus on

different technologies by location. And it has a "Playground" facility, which helps catalyze clients'

digital planning by exposing them to the latest technologies and trends.

The company has a global ecosystem of partnerships, which it continues to expand. Globant has

strategic partnerships with software vendors (including Microsoft, Amazon Web Services, Google

Cloud, Salesforce, and IBM) designed to deliver solutions with optimal time to market. These strategic

alliances operate alongside partnerships with smaller or more specialized technology companies.

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Globant has proprietary software-based assets for their delivery teams and for clients at access

directly. Examples include:

StarMeUp OS, a gamified platform to reinforce a positive workplace culture, from peer-to-peer recognition and reviews to continuous feedback and even open positions matched with the

right profile

Acámica, an elearning platform for global companies that want to run their own online

personalized academies to host massive open online courses as well as private training

modules, with a strong focus on user experience and social interactions

Signal, a publishing platform that enables media companies to reach and engage customers

across any device screen

Globant Minds, a cognitive transformation tool that works on top of existing AI algorithms and robotic process automation (RPA) solutions and complements them, providing their customers

a simplified path to leverage AI

In addition to its software-based assets, Globant also produces digital-focused insights for clients via

its Stay Relevant approach, in which the organization helps clients stay relevant through essential

content in various forms such as blogs, whitepaper reports, the quarterly Sentinel Report, monthly

webinars, CONVERGE (Globant's annual client conference), and books.

The company also provides its practitioners with benchmarks, methodologies, and tools to support and

shape client strategies across verticals and regions.

Strengths

Globant was noted by clients for several areas related to digital strategy consulting services, including

supporting technology capabilities, digital-focused strategy capabilities, delivering value-creating

innovation, driving and supporting change across clients' organizations, and functional-specific digital

strategy capabilities.

Comments from Globant reference clients included:

"Globant are more nimble and relationship driven than most consultancies."

"They are focused on helping on my organization, instead of selling to my organization."

"They don't just collaborate with us in digital technology work. They collaborate with us in

culture change, too."

Challenges

The areas of potential improvement in client perception for Globant include its industry-focused digital

strategy capabilities, transferring knowledge and skills to client's employees, and differentiation from

peers.

IBM

IBM is positioned as a Leader in the worldwide 2019 IDC MarketScape for digital strategy consulting

services.

IBM Digital Strategy is part of the company's Digital Strategy and iX Growth Platform, which in turn is

part of IBM Services. The unit helps clients reinvent themselves by designing executable business

strategies and uses multidisciplinary teams assembled from across IBM (IBM Services, Research,

Watson, etc.).

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IBM does not provide the revenue or total head count for its digital strategy operations. However, the

company says that Digital Strategy and iX have 17,000 consultants working in the strategy,

technology, and creativity domains around the world.

IBM Digital Strategy is a global organization spanning seven main regions: North America, Europe,

Japan, Asia/Pacific, Greater China Group, Latin America, and Middle East and Africa. Overall, IBM

operates in 100+ countries.

IBM Digital Strategy serves 13 industries aligned within 5 key sectors: communications (telco, media

and entertainment, and energy and utilities), distribution (consumer/retail and travel and

transportation), financial services (banking/financial markets and insurance), industrial (electronics,

industrial products, chemicals and petroleum, and auto/aerospace/defense), and the public sector

(government and healthcare/life sciences).

Digital Strategy is specialized within four key practices, which bring together multidisciplinary teams

with industry and domain skills:

Digital Business Strategy, which creates, visualizes, and achieves strategies that enable

modern business reinvention

Connected Operations Strategy, which applies digital and emerging technologies for improved

productivity and efficiency

Tech and Data Strategy, which helps organizations transform and modernize their operating

models around agile, IT strategy, and emerging technology incubation and adoption

Talent Reinvention, which helps clients build more competitive, nimble organizations through

modern culture, talent, and skills development

IBM has a network of 57 IBM iX studios around the world. These are facilities that are dedicated to

collaboration, ideation, and development and are staffed with designers, researchers, and developers

working closely with the Digital Strategy team to solve a client's strategic issues.

The company has also launched its "IBM Garage" engagement model, which aims to help clients

quickly realize value from innovative ideas. Garages are a collaboration model where clients redefine

how their teams turn new ideas into initial products, evolve them based on market feedback, and

deliver at the speed of a start-up and the scale of an enterprise. IBM Garages are hosted within iX

studios, in joint spaces colocated with clients, or in dedicated facilities at the client site.

Key IBM Digital Strategy clients include CEMEX, Bank of China, Dalmia, Siam Commercial Bank.

IBM's Digital Strategy practice has an ecosystem of alliances and partnerships with leading technology

partners. The company has a dedicated alliance team managing a range of partnerships including the

following vendors: Adobe, Acquia, Apple, Box, Cisco, Facebook, Genesys, Mediaocean, Microsoft,

Oracle, Salesforce, SAP, ServiceNow, Sitecore, and Vlocity.

IBM proprietary methods and frameworks include Digital Reinvention, Agile Accelerate, and Enterprise

Design Thinking. These frameworks provide a common taxonomy including use cases, workflows,

estimating models, and accelerators to help clients achieve results.

Notably, IBM uses its proprietary Digital Reinvention Framework to help clients reimagine how an

organization innovates, operates, and engages with its environment, customers, employees, and

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partners. The aim is to help clients reimagine their business models, processes, and organization,

setting a new focus, new ways to work, and new expertise.

The framework prioritizes ideas for ongoing experimentation and implementation, and then structures

both short-term plans and a long-term road map. It includes a focus on new business models through

developing new ways of realizing and monetizing value, innovating business models by leveraging

existing capabilities, and integrating new digital technologies and strategic partnerships. Digital

Reinvention is an end-to-end approach going from analysis and ideation through to design, prototype,

implementation, and change management.

IBM also develops assets to expedite and facilitate the innovation process. These assets include a

library of Component Business Models (both industry and functional), a benchmarking library, and a

proprietary Digital Maturity Assessment tool and database.

IBM also has alliances with multiple academic institutions around the world including Wharton School

of the University of Pennsylvania, Columbia University, Massachusetts Institute of Technology, and

Cambridge University. The company also has its own research arm, the Institute for Business Value

(IBV), which carries out primary and secondary research and produces industry points of view and

research-driven insights.

Strengths

IBM showed strength in four key areas: understanding clients' unique needs, transferring skills and

knowledge to clients' employees, quality of digital strategy professionals, and supporting technology

capabilities.

IBM was also noted by clients for several other areas, including driving and supporting change across

the organization, challenging clients to accept new solution and approaches, delivering value-creating

innovation, and differentiation from peers.

Comments from IBM reference clients included:

"IBM have strong subject matter experts who demonstrate great thought leadership."

"They are committed and passionate about exploring technology in their area."

"They are dedicated to understanding our clients, our culture, and what the success means to

us."

Challenges

IDC did not uncover any significant areas of necessary improvement for IBM among the 13 areas

which IDC asked digital strategy consultancy buyers to rate.

KPMG

KPMG is positioned as a Major Player in the worldwide 2019 IDC MarketScape for digital strategy

consulting services.

KPMG's global strategy practice has 2,500 practitioners in the Americas; Europe, the Middle East, and

Africa, and Asia/Pacific regions.

KPMG leads its digital strategy and transformation efforts through its "Connected Enterprise"

framework, methods, and assets. Connected Enterprise focuses on eight critical capabilities that

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underpin successful digital transformation: insight-driven strategies and actions, innovative products

and services, experience centricity by design, seamless interactions and commerce, responsive

operations and supply chain, an aligned and empowered workforce, a digitally enabled technology

architecture, and an integrated partner and alliance ecosystem.

The firm pulls teams together from across its network, including Global Strategy Group, Digital

Strategy Center of Excellence, KPMG Management Consulting, KPMG Risk Consulting, Innovation

Labs, the firm's research function, and its industry- and sector-aligned professionals.

The Digital Strategy Center of Excellence connects the firm's traditional strategy experience with its

digital strategy capabilities and is also chartered with driving consistency, methods, and capability

development across its core consulting and industry domains.

KPMG's digital delivery breaks down into a number of service lines, including Digital Strategy, Digital

Transformation, Digital Development, Intelligent Automation, Data Analytics, and Cyber.

KPMG's Ignition Centers network consists of Innovation Labs, Insights Centers, and Technology

Solutions:

Innovation Labs use an outside-in lens to help clients identify signals of change to anticipate the future and take strategic action. Capabilities include research and ideation, hypotheses

generation, experimentation, meet-ups and start-up events, and co-innovation.

Insights Centers are collaborative environments where clients can interact with data and see it come to life using state-of-the-art interactive technologies and real-time scenario testing.

Capabilities include analytics showcases, data and analytics visualization, art of the possible,

prototyping and pilot design, and analytics road mapping.

Technology Solutions are team of developers, experience design engineers, data scientists, business transformation professionals, and information architects who collaborate to deliver digitally enabled solutions to complex business issues. Capabilities include experience design

engineering, tax transformation and technology, HR and business transformation, cloud-based

human capital management and financials, and IT service management.

KPMG serves a spectrum of industries, among them CPG, life sciences, retail banking, commercial

insurance, and asset management.

KPMG has strategic alliances with leading technology companies including Alibaba, AWS, Google,

IBM (e.g., for Watson), Microsoft (including a joint Digital Solutions Hub), Oracle, ServiceNow, and

Workday. KPMG also has sector-specific initiatives applying analytics and visualization (e.g., with

Alteryx and Tableau). Other alliances include Appian, Blue Prism, UiPath, Automation Anywhere, and

Xebia.

KPMG also has a "Digital Village" start-up program to allow start-ups to accelerate development and

grow to the next stage and to get corporate clients equipped with the latest innovation technology.

KPMG has a proprietary approach leveraging advanced data, tools, and the global node network,

called the Sensory Advantage Ecosystem (SAE). This taps into a range of sources to develop

predictions on future market disruption. Harnessing KPMG's internal network, the SAE team

collaborates with the firm's functional and industry leaders, as well as members of corporate

development, analyst relations, global competitive intelligence, alliances, KPMG Ignition, the firm's

Innovation Labs, and other subject matter specialists.

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The SAE also gathers information during interviews with a range of external resources including

clients, competitors, academia, social media, and industry analysts. Using data analysis and business

intelligence tools, the SAE team conducts empirical research to identify patterns in areas including

venture capital flow, start-up activity, and technology investments. KPMG argues that these sources

allow the SAE to "see around the corner" and generate a holistic view of signals that may disrupt the

market.

KPMG has a series of tools, assets, platforms, and frameworks of offerings and continues to build out

its Powered Enterprise suite of outcome-driven transformation solutions, with investments in cloud

applications, target operating models, processes, and tools that deliver access to leading practices

and predictable outcomes. It combines industry and process knowledge, cloud technology, robotic

process automation, and global delivery capability to help maximize performance, efficiency, and

value.

KPMG has partnerships with academic institutions globally including Imperial College in London, the

University of Amsterdam, Columbia University, and UCLA.

Strengths

KPMG was rated highly by the clients in the areas of driving and supporting change across clients'

organizations, transferring knowledge and skills to clients' employees, and challenging clients to

accept new approaches or solutions.

KPMG was also noted by clients for its performance in several other areas, including supporting

capabilities in technology, the quality of its professionals, delivering value-creating innovation, and

client willingness to recommend the vendor.

Comments from KPMG reference clients included:

"KPMG has a wider and deeper point of view than many competitors."

"They are extremely engaged, out-of-the-box thinkers who were great sparring partners but

who listened to us."

"The KPMG team understood our needs and provided industry-standard solutions that were

easier to implement and use."

Challenges

KPMG has the opportunity to improve its perception among clients in three areas: functional-specific

digital strategy capabilities, industry-specific digital strategy capabilities, and differentiation from its

peers.

McKinsey

McKinsey is positioned as a Leader in the worldwide 2019 IDC MarketScape for digital strategy

consulting services.

McKinsey has brought together its Core Technology, Digital, Design, IoT, and Analytics capabilities

under one brand called "McKinsey Digital," which is integrated into the firm's core consulting business

alongside industry and functional practices. In addition, its Digital Labs build client capabilities, which

the firm says enables clients "to capture new value from digital by creating products, experiences, and

businesses."

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McKinsey has roughly 5,000 dedicated and experienced digital and analytics practitioners across the

globe, out of a total of more than 27,000 employees, including more than 2,900 digital experts who

focus on both business and technology, more than 1,300 specialist experts (including designers,

developers, and technologists), and more than 1,400 analytics-focused experts.

The firm says it aims to act as an "impact partner" to help clients build digital capabilities and execute

their strategies. McKinsey works for more than 2,000 institutions, including 90 of the top 100

corporations worldwide. McKinsey Digital capabilities include:

Digital, composed of experts in business and technology to drive digital transformation

Core Tech, representing capabilities for technology renewal encompassing strategy,

implementation, and execution

Analytics/AI, which includes proprietary data and AI/analytics solutions

Design, which provides design experience for creating products and services

IoT, which provides experience developing Internet of Things use cases and proof of

concepts, business cases, and connected solutions

Digital Business Building, which helps build and then transfer to the client new digital units or

standalone digital businesses

McKinsey Digital Academy, which provides targeted capability building for digital skills

McKinsey has 40 innovation labs and experience studios across 6 continents, and the firm estimates

that up to a quarter of active clients have already used these facilities. These include Digital and

Design Studios (physical locations where digital experts work together), McKinsey Experience Studios

(immersive spaces designed to showcase new technologies/methodologies to clients), Design-to-

Value labs (labs delivering experiential design thinking to product development, manufacturing, and

procurement), and Digital Capability Centers (locations focused on digital manufacturing and supply

chain with model factories).

Industries served include banking; insurance; healthcare; tech, media, and telecom; the public and

social sector; pharmaceuticals and medical products; private equity; global energy and materials;

infrastructure; advanced industries; consumer; and travel, transport, and logistics.

The firm has a dedicated Alliances and Acquisitions team supporting the development and expansion

of its ecosystem. It also has Fuel, a practice that works with VC-funded start-ups. Across the digital

and analytics landscape, McKinsey has relationships with leading digital tech players across content

marketing, lead generation, personalization, and mobile web.

In analytics, McKinsey has partnerships and alliances with data providers/owners, analytics platform

providers, systems integrators, delivery partners, and specialized advanced analytics providers (e.g.,

in deep learning, artificial intelligence, robotics, feature engineering, and advanced data digestion).

McKinsey also partners with companies offering capabilities and proprietary applications in specific

domains, industries, and functions.

For implementation services, McKinsey has delivery capabilities but also partners with systems

integrators, notably in areas such as platform as a service and traditional IT systems integration, which

it considers to be nonstrategic areas where it chooses not to scale organically. McKinsey also has

partnerships spanning tech platforms, software and data start-ups, and delivery partners.

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McKinsey Digital's strategy engagements typically begin with the "Discover" phase in which clients'

capabilities and needs are assessed with the firm's benchmark solutions, comparing the organization

with others within and across industries to identify opportunities. In the second "Design" phase, the

strategy and IT solutions are built and tested. McKinsey deploys a toolkit of research methods and

partnerships, including qualitative methods such as ethnographic research and quantitative research.

During the third "Deliver" phase, the firm provides technology guidance, as well as coaching for

operating in new delivery models and implementing and operating new technology.

Proprietary assets include Digital 20/20 (which measures digital/analytics/core tech maturity and helps

prioritize transformation efforts), Agile 360 (which pinpoints Agile/DevOps opportunities to reduce time

to market, increase collaboration, and improve quality), Nerve cloud at scale (an AI platform developed

by McKinsey subsidiary QuantumBlack that enables analytics optimization and predictions), People

Analytics (a big data solution to identify drivers of organizational performance and optimize people

processes), Periscope (a pricing revenue tool that combines prescriptive analytics and cloud-based

tools to drive revenue growth), Journey Analytics (which tracks, understands, and predicts sequences

of interactions to deliver better outcomes), and the Organizational Health Index (a benchmarking asset

deployed to 5+ million individuals from 1,700+ companies to measure organizations' capacity to

perform and manage it over time).

McKinsey partners with academic/research institutions worldwide, including Harvard University, MIT,

Stanford University, Johns Hopkins, and Oxford University. The firm also has thought leadership and

reach capabilities of its own, with content published regularly on Digital, Analytics, and Design.

McKinsey's business and economics research arm, the McKinsey Global Institute, publishes content

on topics including AI, digitization, digital China, future of work, and automation.

Strengths

McKinsey was highly rated by clients in six areas: industry-specific digital strategy capabilities, digital-

focused business strategy capabilities, understanding clients' needs, delivering value-creating

innovation, client willingness to recommend to industry peers, and differentiation from competitors.

McKinsey was also noted by clients for several other areas, including driving and supporting change

across the organization, transferring knowledge and skills to clients' employees, and challenging

clients to accept new approaches and solutions.

Comments from McKinsey reference clients included:

"McKinsey did a great job of strategizing and creating a message for our enterprise and

making sure that we get everyone involved aligned and on board."

"They got buy-in from our senior leadership, but they also integrated our ground troops very

well."

"I know that I am getting fair advice from McKinsey because they are not in the systems

integration business, and I can go and do whatever I want with it."

Challenges

IDC did not uncover any significant areas of necessary improvement for McKinsey among the 13 areas

which IDC asked digital strategy consultancy buyers to rate.

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Publicis Sapient

Publicis Sapient is positioned as a Leader in the worldwide 2019 IDC MarketScape for digital strategy

consulting services.

Publicis Sapient is the digital business transformation arm of Publicis Groupe. The group does not

publish revenue for Publicis Sapient, but overall, the group reported revenue of just under €10 billion in

calendar year 2018. Publicis Sapient has a history of digital and web-based consulting dating back to

the 1990s.

Publicis Sapient has more than 20,000 employees distributed across 53 offices globally. It is

increasingly servicing clients across Asia/Pacific, Latin America, and the Middle East and North Africa.

Publicis Sapient goes to market through a series of industry-focused groups that are pegged within

countries. The company produces insights and intellectual assets to support digital strategy consulting

capabilities for these industry groups through Global Capability Groups, Practices, and Shared Service

Teams:

Global Capability Groups are responsible for talent development and creating methodologies,

intellectual property, and industry benchmark data that is then stored in the company's

Knowledge Management function.

Practices are small teams assembled to incubate new high-growth, cross-industry propositions in collaboration with industry teams and to build the skills/crafts needed to deliver and maintain strategic alliances. Current practices include AI and Data Science, Customer Experience

Platforms, Salesforce, IT Modernization/Engineering Transformation, Cloud, and Consumer

Data Platforms.

Strategy & Consulting is a core capability group within Publicis Sapient. Each member of the Strategy

& Consulting capability is pegged to a craft area (e.g., corporate strategy) as well as aligned to an

industry group (e.g., retail). Crafts include:

Corporate Strategy, which helps clients define the enterprise and business unit–level digital

strategies

Consumer and Experience Strategy, which creates the end-state consumer and/or colleague

experience

Technology Strategy, which identifies, assesses, and defines the required technologies that

will enable the digital strategy and customer/colleague experience

Data Strategy, which identifies data and analytics use cases, AI/ML and robotics strategy, data

modeling, data sourcing and cleansing, data governance, and others

Innovation, which helps clients assess the opportunity and scope for new business model

innovation

Publicis Sapient has an innovation center network, including Emerging Experience Labs in Boston,

San Francisco, Seattle, Paris, and Munich; dedicated "P-Lab" Incubators in Atlanta, Boston, and

Chicago; Mobile Centers of Excellence in Atlanta, Boston, and Stockholm; and Digital Design Labs in

Atlanta, NYC, and Portland, Oregon.

Publicis Sapient's go-to-market strategy leads with expertise on industries including financial services,

retail, consumer products, transportation and mobility, telecommunications, media and technology,

travel and hospitality, energy and commodities, healthcare, and the public sector.

©2019 IDC #US43700818 26

Publicis Sapient clients include Nissan, Carrefour, Carnival Corporation, Walmart, and Samsung.

Key technology partners include Salesforce, Adobe, Google, IBM (Watson Customer Engagement),

Microsoft, and SAP.

Publicis Sapient has a number of processes for coming up with ideas and developing these ideas into

bold innovations. At a high level, they are:

Exploring and understanding stakeholders' needs (framing opportunities and get insight into

possible solutions)

Idea Generation (working with clients to create fewer, bigger ideas, not hundreds of small ones)

Idea Development (taking innovations from concept to in-market pilots ready for scale)

Scaling Innovations (taking innovations from pilots to new businesses)

The company typically begins a client engagement using its Publicis Sapient Way for DBT strategy, a

multidisciplinary approach combining Experience, Strategy, and Technology. The road map that

emerges from this initial phase is managed as a mixed backlog of epics (customer/client experience,

capability/process, organization/training, strategic enablers, etc.). After the strategy phase, the

company manages the epic backlog actively using its Continuous Exploration process.

Publicis Sapient has proprietary assets including Synapse, a proprietary platform that helps with rapid

data lineage assessments and planning, and the Marcel tool, the parent group's proprietary AI-

powered personal assistant for practitioners that combines research, intelligence, and proprietary

knowledge with the ability to find expertise and build connections across the firm and to connect

people to new role opportunities.

Publicis Sapient partners with faculty from academic institutions including Singularity University, the

University of Oxford, Massachusetts Institute of Technology, and Stanford University.

The company also maintains a network of venture capital firms and start-ups in order to challenge

executives to think about how to spot opportunities for disruption and to advise clients on internal and

corporate venturing, as well as to reflect on their organization's digital strategy.

Strengths

Publicis Sapient rated highly in six areas by clients: transferring knowledge and skills to clients'

employees, functional-specific digital strategy capabilities, supporting capabilities in technology,

delivering value-creating innovation, differentiation from its competitors, and client willingness to

recommend the vendor to any company.

Publicis Sapient was also noted by clients for several other areas, including digital-focused business

strategy capabilities, the quality of its digital strategy professionals, and client willingness to

recommend the vendor to industry peers.

Comments from Publicis Sapient clients included:

"Publicis Sapient took a very challenging brief and clearly articulated the strategy in a way that

is customer focused, credible and believable."

"Their focus from strategy to product design and delivery is a clear point of differentiation."

©2019 IDC #US43700818 27

"Their team learned about a complex industry and delivered a vision for our strategy within a

very short period of time."

Challenges

Publicis Sapient has no obvious areas of necessary improvement, according to clients.

PwC

PwC is positioned as a Leader in the worldwide 2019 IDC MarketScape for digital strategy consulting

services.

PwC does not publish revenue for digital strategy consulting. Overall, the global network has more

than 250,000 people in 158 countries. For the 12 months ending June 30, 2018, PwC's revenue grew

7%, with the Advisory business up 10%. Advisory services saw growth in Strategy, Management, and

Technology consulting practices.

PwC has approximately 5,000 FTEs focused on delivering digital strategy services globally. In

addition, roughly half of its total employees have been trained in the firm's proprietary Business,

eXperience, Technology (BXT) philosophy:

BXT aims to drive business transformation by bringing the Business, eXperience, and

Technology perspectives together concurrently to help build enterprise agility, drive better business outcomes, and reduce risk of failure from sequential hand-offs. The firm's BXT way of working brings these three lenses together to foster a focus on a single purpose and

solution. The aim is to allow the firm to address the right problems and embolden clients to

follow through on their visions.

PwC's ultimate aim is to empower clients by helping them develop more agile, adaptive BXT ways of working, as opposed to "just doing it for them." Through rapid prototyping and iterative

delivery, BXT aims to allow PwC to accelerate this journey for its clients.

PwC has 22 industry sectors, including financial services, industrial manufacturing, and transport and

logistics. Within each industry sector, the firm has strategy practitioners that address how technology,

data, and analytics can be leveraged as part of a BXT team. These technology, data, and analytics

practitioners team with other digital experts in organization, culture, deals, and other go-to-market

team, as well as PwC's Experience Center, to put together a BXT team, staffed jointly with client talent.

PwC has a global lead for Digital Services that provides leadership across the development and

scaling of integrated solutions and thought leadership and convenes senior practitioners for best

practice sharing. Each sector also has a digital lead and supporting team of partners that drive the

development and scaling of relevant digital strategy through execution offerings while leveraging

integrated solutions and accelerators that scale across sectors.

The acquisition of Booz & Co., subsequently rebranded as Strategy&, boosted PwC's strategy

capabilities, giving the company scale for implementation across a broader set of capabilities. Within

each industry sector practice, "digital" is woven into client work via the BXT approach. Strategy&

practitioners team with functional experts to bring digital skill sets to engagements.

PwC uses a global network of nearly 40 Experience Centers and accompanying Emerging Tech Labs,

Innovation Centers, and Impact Centers. These are dedicated physical locations at the firm's facilities.

PwC has strategic relationships with Oracle (Platinum Cloud Elite Partner), SAP, HPE, Salesforce

(global strategic alliance partner), Workday, and Microsoft (Joint Business Relationship, Tier 1 Global

©2019 IDC #US43700818 28

Advisory Partner). It also has global capabilities in Guidewire, GE Digital, Amazon Web Services,

Adobe, and Workplace by Facebook.

PwC uses its proprietary Digital Fitness Assessment (DFA) solution to help clients assess their

organization's Digital IQ, including the ability to diagnose where there are gaps in skills, mindsets, and

behaviors to drive adoption of new technologies.

BXT is PwC's high-level strategic framework. The company also has other methodologies and

frameworks:

The Customer Insights Platform (CIP), an accelerator to build insights, to help clients build new activation capabilities, and to develop perpetual KPIs. The CIP integrates over 100 data sets across people, products, and places. PwC says that the CIP can accelerate insight into

growth areas for clients, accelerate the building of use cases, and develop ongoing KPIs

based on investment in capabilities.

PwC's proprietary design accelerator is called "The Difference," a team of experts who facilitate collaborative design experiences to compress months of effort into days. The Difference merges the physical and virtual worlds to nurture collaboration and cocreation,

working with clients and partners to codesign experiences, and to prioritize value.

PwC has built a number of "Integrated Solutions" with the goal of identifying all of the technologies,

data, and analytics required to solve client's CX problems. For example:

Sales and Marketing Excellence outlines technologies that aim to deliver the best value and experience at each stage of the marketing or sales cycle. While not every client chooses tools

that PwC believes deliver the best value or experience, this gives clients a starting point.

Tech Radar is an accelerator that helps clients in scanning relevant innovations across the

vendor ecosystem and identifying competitive threats. It covers over 250 emerging technologies including what PwC calls the "Essential Eight" next-generation technologies: artificial intelligence, Internet of Things, blockchain, 3D printing, drones, robots, autonomous

vehicles, and augmented reality/virtual reality.

PwC works to codevelop solutions across the CX ecosystem from research collaboration with academic

institutions (Carnegie Mellon University, MIT, University of California San Diego, University of Chicago,

and Fraunhofer Institute in Germany) to start-ups to large technology alliance partners to VCs.

Strengths

PwC shows strength in the following areas according to clients: understanding client's unique needs,

digital-focused business strategy capabilities, and the quality of its digital strategy professionals.

PwC was also noted by clients for several other areas, including delivering value-creating innovation,

transferring knowledge and skills to clients, and differentiation from peers and client willingness to

recommend the firm.

Comments from PwC reference clients included:

"PwC are innovative and customer focused."

"PwC was really good at providing actionable solutions that we can activate."

"The human-centered approach that PWC established drove our successful digital strategy."

©2019 IDC #US43700818 29

Challenges

PwC has the opportunity to improve its perception among clients in one area: functional-specific digital

strategy capabilities.

APPENDIX

Reading an IDC MarketScape Graph

For the purposes of this analysis, IDC divided potential key measures for success into two primary

categories: capabilities and strategies.

Positioning on the y-axis reflects the vendor's current capabilities and menu of services and how well

aligned the vendor is to customer needs. The capabilities category focuses on the capabilities of the

company and product today, here and now. Under this category, IDC analysts will look at how well a

vendor is building/delivering capabilities that enable it to execute its chosen strategy in the market.

Positioning on the x-axis, or strategies axis, indicates how well the vendor's future strategy aligns with

what customers will require in three to five years. The strategies category focuses on high-level

decisions and underlying assumptions about offerings, customer segments, and business and go-to-

market plans for the next three to five years.

The size of the individual vendor markers in the IDC MarketScape represents the market share of each

individual vendor within the specific market segment being assessed.

IDC MarketScape Methodology

IDC MarketScape criteria selection, weightings, and vendor scores represent well-researched IDC

judgment about the market and specific vendors. IDC analysts tailor the range of standard characteristics

by which vendors are measured through structured discussions, surveys, and interviews with market

leaders, participants, and end users. Market weightings are based on user interviews, buyer surveys, and

the input of IDC experts in each market. IDC analysts base individual vendor scores, and ultimately

vendor positions on the IDC MarketScape, on detailed surveys and interviews with the vendors, publicly

available information, and end-user experiences in an effort to provide an accurate and consistent

assessment of each vendor's characteristics, behavior, and capability.

Market Definition

Digital strategy consulting (DSC) services are project services that help clients define how they will use

"digital" (3rd Platform) technologies and services to achieve their strategic objectives.

Digital strategy consulting services show the client how to derive business value from deploying 3rd

Platform technologies and services. These typically include cloud services, big data and analytics

(BDA), mobility, cognitive/artificial intelligence (AI) technologies, social business, next-generation

security, the Internet of Things (IoT), and other next-generation technologies such as blockchain and

quantum computing.

Digital strategy consulting services are chiefly composed of business consulting activities, including

strategy consulting, supplemented with technology consulting activity.

Digital strategy consulting services do not include the actual implementation of digital technologies and

the actual transformation of business processes and organizational structures that invariably

accompany the deployment of new digital technologies and services. However, they may, on occasion,

©2019 IDC #US43700818 30

contain a small element of software development services and product engineering services to

produce proofs of concept, prototypes, or minimum viable products (MVPs).

Strategies and Capabilities Criteria

The importance of a firm's characteristics to project success and relevance of the particular issue

combined with IDC's opinion about the impact those elements have on selection of firms implies a

unique weighting of these elements when evaluating a firm's overall strategy and capability to address

market opportunity and realizing market success (see Tables 1 and 2).

TABLE 1

Key Strategy Measures for Success: Worldwide Digital Strategy Consulting Services Vendors

Strategies Criteria Definition Weight (%)

Functionality or

offering strategy

Consultancies should have discrete digital strategy capabilities across the full range

of geos and industries that the consultancy addresses.

26.0

Consultancies should draw their expertise, assets, and insight for digital strategy from

across the entire organization, crossing geography, disciplinary, and industry

boundaries.

Consulting firms must provide staff of the highest caliber to meet client expectations.

Portfolio strategy Focus areas and consulting offerings in the next two years should incorporate a

balance of new, "burning platform" technologies and business strategy issues with

longer-term issues and more mature technologies.

17.0

Future new offerings may require development of complementary new

assets/capabilities to speed strategy development and to increase consistency in

consulting delivery.

Consulting firms (and consultants) must be successful at challenging client culture to

accept new approaches or solutions.

Innovation Consulting firms must excel at delivering innovation that creates business value. 31.0

Consultancies should work with clients to jointly create and continually develop

innovative products and services, using digital technologies, that have potentially

strategic significance to the client's business.

Consultancies' digital strategy creation services should be seen by clients as strongly

differentiated from their peers.

Growth Consulting firms must continually develop and revise their own growth strategies to

ensure they remain relevant to clients and financially healthy.

26.0

Successful consulting firms maintain a strong reference pool of satisfied clients willing

to recommend their digital strategy work to any other organization.

Successful consulting firms maintain a strong reference pool of satisfied clients in

every industry they focus on.

Total 100.0

Source: IDC, 2019

©2019 IDC #US43700818 31

TABLE 2

Key Capability Measures for Success: Worldwide Digital Strategy Consulting Services Vendors

Capabilities Criteria Definition Weight (%)

Functionality or

offering

Consultancies need deep functional knowledge/experience to help clients create

digital strategies.

36.0

Consultancies need deep industry knowledge/experience to help clients create digital

strategies.

Consultancies need strategic planning experience/expertise to help clients create

their digital strategies.

Consultancies should integrate digital technologies/services into their strategy

consulting engagements to drive successful digital strategy creation for clients.

Portfolio benefits Consultancies should have implementation services to support digital strategy

creation/development (e.g., custom application development, rapid prototyping of

concepts, and MVPs using packaged or custom tools).

24.0

Consultancies should have client-facing and/or client-embedded capabilities for

needs and opportunity discovery, ideation, use case and business case

development, MVP creation, and rapid prototyping.

Consultancies should present clients/prospects with a regularly updated digital

strategy road map. This might include a digital technology/services landscape and

use case timetable (e.g., suggesting new use cases and business models, with

timelines for moving from pilots to full implementation).

R&D pace and

productivity

Consultancies partner systematically with dynamic networks of allies (technology and

services providers, start-ups, academia, etc.) to ensure that clients' digital strategies

contain innovative and leading-edge elements.

14.0

Consultancies should have structured/repeatable methods and processes for

identifying and developing innovative digital insights and assets (technologies,

services, use cases, business models, etc.) generated by R&D/innovation labs,

thought leaders, or practitioners during client engagements.

Customer service

delivery

Consultancies should create digital strategies that drive positive change across the

entire client organization, where appropriate.

26.0

Consultancies should have a deep understanding of clients' individual business

strategies, needs, and challenges to maximize the potential of their digital strategies.

Consultancies' digital strategy engagements should end by leaving their clients

empowered and capable of independent strategy creation and execution.

Total 100.0

Source: IDC, 2019

©2019 IDC #US43700818 32

LEARN MORE

Related Research

IDC MarketScape: Worldwide Digital Strategy and Agency Services 2017 Vendor Assessment (IDC #US41462717, August 2017)

IDC MarketScape: Worldwide Digital Strategy Consulting Services for Digital Operations 2016 Vendor Assessment (IDC #US40634616, January 2017)

IDC MarketScape: Worldwide Digital Strategy Consulting Services for Digital Product Innovation 2016 Vendor Assessment (IDC #US40634716, January 2017)

Synopsis

This IDC study uses the IDC MarketScape methodology to provide an assessment of 11 major

providers of digital strategy consulting services worldwide. It bases this evaluation on a comprehensive

framework and a set of parameters that assesses providers relative to one another and measures

vendors according to those factors expected to be most conducive to success in a given market during

both the short term and the long term.

"Worldwide, digital strategy consulting demand continues to mature, with enterprises moving on from

their initial focus on creating the capabilities for experimentation to happen to building the

enterprisewide structures and the culture to allow innovation to happen at scale — continuously and

right across the organization," said Douglas Hayward, research director for Digital Strategy Consulting

and Agency Services.

"Clients are generally satisfied with the digital strategy consulting services that they buy, but there are

some areas where vendors should up their game. These include the transfer of vendor knowledge and

skills to the client's employees, supporting capabilities in technology usage/implementation, and the

delivery of value-creating innovation — as opposed to innovation for its own sake."

About IDC

International Data Corporation (IDC) is the premier global provider of market intelligence, advisory

services, and events for the information technology, telecommunications and consumer technology

markets. IDC helps IT professionals, business executives, and the investment community make fact-

based decisions on technology purchases and business strategy. More than 1,100 IDC analysts

provide global, regional, and local expertise on technology and industry opportunities and trends in

over 110 countries worldwide. For 50 years, IDC has provided strategic insights to help our clients

achieve their key business objectives. IDC is a subsidiary of IDG, the world's leading technology

media, research, and events company.

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