- Jon Gordon, Author of “The Energy Bus”
- Thomas Boykin, Supply Chain Specialist Leader, Deloitte
- Randy Lewis, Former Senior Vice President of Supply Chain, Walgreens
- Barbara Geraghty, President of Idea Quest and Author of “Visionary Selling”
- Damon Carson, Owner & Founder, repurposedMATERIALS
- Dave Delong, President, Smart Workforce Strategies
- Alexis Madrigal, Contributing Editor, The Atlantic Former Editor-at-Large, Fusion Author, Powering The Dream
August 7, 2017
Consumers are going to be the ultimate disruptor to supply chains and commerce between now and 2030, says Roadmap 2.0’s consumer section author David Schneider, supply chain consultant and founder of We Are The Practitioners –David K. & Schneider Company LLC.
“Historically, they have been the biggest supply chain disruptor, and they’re going to get worse,” he notes, citing consensus from the Roadmap 2.0’s 200-plus roundtable contributors who believe that the consumer will strongly influence the degree of disruption, rate of change and operational speed of supply chains over the next decade and a half.
In developing the content for the consumers section, Schneider identified three key consumer trends that will transform retail supply chains:
1. Changing demographics. As the economic influence of the Silent Generation, Baby Boomers and Generation X diminish, much of the mainstream media’s attention has been focused on the purchasing patterns of Millennials. But Schneider says it’s the generation of consumers behind Millennials—the iGen (born after 2000)—who will have the most transformative impact on supply chain.
“iGen consumers grew up with computer and Internet access. It’s second nature to them to turn to technology to comparison shop and determine if a seller is trustworthy—whether that’s a retailer, brand or a highly-reviewed third party with excellent, peer-regulated feedback,” he says. “The spate of brick-and-mortar retail closures has eroded that trust, and iGen’s comfort with them. They’ll be totally comfortable making all kinds of purchases online.
2. Convergence of business-to-consumer (B2C) and business-to-business (B2B) buying habits. Procurement departments, purchasing agents and face-to-face pricing negotiations with sales people are rapidly disappearing, says Schneider. Businesses buy supplies with an end user mentality.
“With mobile devices and corporate credit cards, any employee can now buy whatever their operation or workplace needs—and its not just office consumables like paper and pens,” he notes. “Computers, printers, hardware, casters, pallet rack, cameras, software, cleaning supplies—the phone or the mobile device has become the purchasing department. It’s not uncommon these days for an operations manager to solve an immediate need by connecting via tablet to the Internet and placing an order while standing on the plant floor.”
3. Personalized logistics expectations. Far beyond the concept of mass customization, Schneider says that with the advent of mobile devices, consumers are going to want personalized delivery—and they’ll be willing to pay for it.
“Consumers will be more likely to make a purchasing decision based on the ability to select options that decrease their effort and time in buying and receiving product—rather than basing their decision on who has the item at the lowest price,” he says. “They used to think about cost first, now they think about ‘can you deliver my item to me wherever I happen to be at a given time.’ Think of it as ‘delivery to phone.’ And that’s utterly disruptive to traditional materials handling and logistics operations.”
Discover more about these three big consumer trends and their ultimate supply chain impacts in Roadmap 2.0, starting on page 28. Download the free Roadmap 2.0 report here.
July 31, 2017
Majority of surveyed manufacturers to embrace Industrial Internet of Things (IIoT) to improve quality and operational visibility.
Zebra Technologies Corporation has shared the results of its 2017 Manufacturing Vision Study, a body of research analyzing the emerging trends shaping the future of industrial manufacturing. The global study revealed manufacturers are adopting the IIoT to enhance visibility and improve quality. The online survey, conducted by Peerless Insights, queried 1,100 North American, Latin American, European and Asia Pacific decision makers who authorize or influence the purchase of relevant manufacturing technologies. It was conducted in the first quarter of 2017 across multiple segments, including automotive, high tech, food and beverage, tobacco and pharmaceuticals.
Driven by globalization, intensifying competition and rising customer demand for more options and higher quality products, a connected plant floor has become a necessity. Zebra’s survey shows the number of organizations achieving a fully connected factory is expected to rise dramatically over the next five years. Key findings include:
- Manufacturers will continue to adopt Industry 4.0 and the smart factory. Workers will use a combination of radio frequency identification (RFID), wearables, automated systems and other emerging technologies to monitor the physical processes of the plant and enable companies to make decentralized decisions. By 2022, 64 percent of manufacturers expect to be fully connected compared to just 43 percent today.
- One-half of manufacturers plan to adopt wearable technologies by 2022. And 55 percent of current wearable users expect to expand their level of usage in the next five years.
- Manual processes are expected to dramatically decline. Today, 62 percent use pen and paper to track vital manufacturing steps; this is expected to drop to one in five by 2022. The use of pen and paper to track work in progress (WIP) is highly inefficient and susceptible to error.
- Executives across all regions cited achieving quality assurance as their top priority over the next five years. Forward-looking manufacturers are embracing a quality-minded philosophy to drive growth, throughput and profitability. By 2022, only 34 percent expect to rate this as a top concern – signaling that improvements made by both suppliers and manufacturers will ultimately improve the quality of finished goods.
- Manufacturers stated investments in visibility will support growth across their operation. Sixty-three percent cited tracking as a core focus with a blend of technology (i.e. barcode scanning, RFID and real-time location systems [RTLS]) expected to be deployed to achieve the desired visibility.
- Fifty-one percent of companies are planning to expand the use of voice technology in the next five years. The most dramatic growth for voice technology will be in the largest companies (>$1 Billion) with a reported use growing to 55 percent by 2022.
Download the full report here.
July 27, 2017
When considering the types of jobs in both today’s supply chain and that of 15 years from now, Steve Hopper, Founder and Principal at Inviscid Consulting and author of Roadmap 2.0’s workforce section, sees a tale of three collars unfolding within the industry.
“Historically, most people think of white-collar and blue-collar workers,” he explains. “But with so much automation coming into the mix, there’s a growing need for a middle level: the gray-collar worker.”
Hopper defines these workers as follows:
- White-collar (executive, engineering, and management) workers—with university-level supply chain and logistics-related degrees—who plan, coordinate and supervise complex supply chain operations.
- Gray-collar (technical) workers who install, configure, program and maintain the equipment and automation that are becoming ubiquitous in supply chain operations.
- Blue-collar (operational) workers who oversee the equipment and automation and ensure the right products are efficiently made, effectively handled and stored, accurately shipped and delivered to customers in a timely manner.
The consensus among the Roadmap 2.0’s 200-plus roundtable contributors, Hopper continues, is the fastest-growing current and future demand will be for gray collar workers. “These are the workers with technology degrees, associate’s degrees and related training that enable them to manage and maintain the kinds of automation that are rapidly taking over repetitive, menial jobs.”
As a result of the industry’s move toward robotics and automation, Hopper anticipates a large void in the number of people who can support those technologies.
“That’s why it’s so important that the supply chain industry emphasize and expand upon connections with academia at all stages—from career and technical educators at the community college, technical school, primary and secondary school levels, to universities—in order to introduce more students to the growing career opportunities within the supply chain field,” he says.
Hopper encourages businesses within supply chain to reach out to local schools and invite students and their instructors for facility tours, sponsor student projects, and offer internships and co-op positions. Further, businesses should offer to come to the classrooms and share real-world operational challenges and opportunities and spark interest.
“There has to be an end to the disconnect between industry and academia. Instead, they should collaborate to get the attention of students and equip them for the supply chain workforce,” concludes Hopper.
Want to learn more about what the supply chain workforce will look like in 2030? Roadmap 2.0 explores this topic in depth, beginning on page 42. Download the report here.
July 20, 2017
Looking to 2030, “the major disrupter in the supply chain workforce is the workforce itself,” says Steve Hopper, Founder and Principal at Inviscid Consulting and author of Roadmap 2.0’s workforce section.
“By that I mean historically workforce meant matching the right people to the right jobs. But today in supply chain, the workforce isn’t just made up of people—not with all the advances in robotics and automation. Non-human workers are rapidly taking over, especially when it comes to repetitive, menial jobs,” he explains.
Further, as discussed in the original Roadmap, there’s a skills shortage. “Because of what’s been going on in education—that is an emphasis on college-level academics rather than trade- and skills-based education—we have a lot of workers currently unable to find work because they’re not skilled for available jobs,” continues Hopper.
After considering input from Roadmap 2.0’s 200-plus roundtable contributors, and researching historic and current employment trends, Hopper sees three key challenges businesses must focus on over the next 10 to 15 years to ensure an adequate workforce.
1. Finding people. Businesses need to take time to understand the labor market. “As the Baby Boomers continue to retire, Millennials are now the largest component of the U.S. workforce, and they bring their own strengths—and weaknesses—to the job market,” Hopper says. “Like every generation before them, they operate a little differently, seeking a flexible workplace that allows them to pursue their personal passions when they’re off the clock.”
Beyond the generational changes, he continues, overall workforce demographics are shifting, with more women in the workforce as well as older workers, including Baby Boomers, postponing retirement. “While the skills of an aging workforce may be diminishing in terms of speed and dexterity, their skills in terms of precision and accuracy can improve with age,” notes Hopper.
“Further, it’s a much more multicultural world than ever before,” he continues. “I’m aware of one facility that has more than 1,000 workers, yet only 15% speak English as their first language. Workers are available, but finding ways to accommodate their languages and cultures can be a challenge.”
Hopper says businesses need to align the work with the skillsets of the available workforce. “The days of posting a job description and finding someone who fits it are quickly coming to a close,” he says. “It’s becoming more about understanding each worker’s strengths, weaknesses and skills, and then determining how to fit jobs to workers, rather than workers to jobs.”
The industry also needs to improve its public image, adds Hopper. “There’s a perception that working in supply chain means having a dirty job. Nothing could be further from the truth and the industry needs to emphasize that.”
2. Improving workers’ skills. Particularly in consideration of the generational and demographic shifts mentioned earlier, effective education and training are critical, says Hopper. “There is a growing skills mismatch in the supply chain industry. Businesses must accept that they’ll be hiring people with raw, functional skills who must be trained up to the specific supply chain skills needed. And workers will have to be willing to learn new skills that are in demand.”
Hopper also believes businesses need to actively develop stronger relationships with academia at all levels, including career and technical educators at the community college and high school levels (or earlier) and at universities. “Academia must start seeing businesses as their customers and train workers to keep them happy.”
3. Managing and retaining workers. Simply hiring and training workers won’t be enough, as competition for skilled workers will continue to be fierce.
“Businesses must ensure that their cultures allow employees to thrive through continual coaching and improvement programs, for example,” he concludes. “Likewise, they’re going to have to evaluate performance much more effectively and give people opportunities for growth and advancement.”
What other workforce developments can you expect between now and 2030? The workforce section of Roadmap 2.0 starts on page 42. Download the free report here.
July 17, 2017
ARC Advisory Group has just published a comprehensive updated market outlook report on Enterprise Asset Management. The Enterprise Asset Management Global Market Research Report discusses current and historical market performance and related technology and business trends, profiles leading technology suppliers, and provides five-year global forecasts for the enterprise asset management market. This new research is based on ARC’s industry-leading market research database, extensive primary and secondary research, and proprietary economic modeling techniques. The research includes competitive analysis, plus five-year market forecasts by region, industry, asset type, sales channels, and customers.
Per Ralph Rio, Vice President and the principal author of this report, “IIoT with predictive maintenance has increased the value of a modern EAM system, which helps drive adoption. Also, SaaS has lowered the initial cost while continuously obtaining new features in the current version without the pain of multiple upgrades.”
A modern EAM system provides the needed visibility, planning, and execution to achieve the key goals for assets, which are uptime, asset longevity, cost control, and safety along with the executive needs for high return on assets. These goals directly affect C-suite objectives in the P&L statement and balance sheet for revenue, cash conservation, profitability, and risk management. The average age of assets continues to increase, requiring improved asset management to operate as designed while extending the service life of the asset.
This new research is available in a variety of formats to meet the specific research and budgetary requirements of a wide variety of organizations. These include:
- Market Intelligence Workbook (Excel) – personalized spreadsheet includes up to five years of historical data in addition to the current base year market data and five-year market forecast. This workbook enables licensed users to freely manipulate the data to make it easier to analyze the latest data for business intelligence and generate custom reports.
- Concise Market Analysis Report (PDF) – provides an executive-level summary of the current market dynamics, market forecasts, and competitive analysis, plus an overview of strategic issues. This report is available with or without detailed charts.
For more information on this and other available ARC market research, please visit our Market Data & Studies section.
About ARC Advisory Group
Founded in 1986, ARC Advisory Group is the leading technology research and advisory firm for industry, infrastructure, and cities. ARC stands apart due to our in-depth coverage of both information technologies (IT) and operational technologies (OT) and associated business trends. Our analysts and consultants have the industry knowledge and the first-hand experience to help our clients find the best answers to the complex business issues facing organizations today. We provide technology supplier clients with strategic market research, and help end user clients develop appropriate adoption strategies and evaluate and select the best technology solutions for their needs.
July 13, 2017
Gartner Says Supply Chain Management Market Will Exceed $13 Billion in 2017, Up 11 Percent from 2016
SCM Market to Reach $19 Billion by 2021 as SaaS Deployments Grow
The supply chain management (SCM) market will exceed $13 billion in total software revenue by the end of 2017, up 11 percent from 2016. It is on pace to exceed $19 billion by 2021, as software as a service (SaaS) enables new revenue opportunities.
“Between 2017 and 2021, Gartner forecasts nearly $6 billion in total software revenue will be added to the SCM market,” said Chad Eschinger, managing vice president at Gartner. “Digitalization is increasing demand for agility and forcing new business models, which is boosting spending in the SCM market.”
SCM providers are already differentiating themselves from competitors and driving revenue growth by incorporating new digital business technologies, such as mobile, machine learning, in-memory technologies, multienterprise visibility and the Internet of Things (IoT), into their offerings.
Mr. Eschinger added that to remain competitive in this environment, end-user organizations are seeking to discover and exploit value in the huge amounts of data generated throughout an ever-extending network of businesses and connections that make up a modern supply chain.
Moreover, the move to SaaS delivery shifts costs from capital expenditure (capex) to operational expenditure (opex), which makes investment in SCM technology more attractive to small and midsize businesses (SMBs) and organizations in emerging markets, therefore expanding the addressable market and increasing overall spending.
The SCM market forecast is made up of three categories: supply chain planning (SCP), supply chain execution (SCE) and procurement. Adoption and associated revenue for SaaS are moving through the market at different rates, with procurement leading the move to cloud, and SCP trailing.
Overall, SaaS revenue growth is driven by a combination of factors: vendors moving to cloud-first or cloud-only deployment models, and end-user organizations becoming more comfortable with issues such as cloud security and appreciating the capabilities and innovation of leading-edge SaaS solutions.
By 2021, SaaS deployments are forecast to account for more than 35 percent of total SCM spending (see Figure 1). Sales of on-premises licenses will decline to less than 20 percent of total spending. Hybrid SCM environments with coexisting cloud and on-premises applications are becoming more commonplace, with information hubs and supplier networks dominating the move to cloud.
“To help support next-generation supply chains and real-time business requirements, we expect consolidation of existing solutions into broader, multidomain suites, but also a continued stream of new point solutions that will support innovation, address specific needs and offer new value,” said Mr. Eschinger.
“The growing impact of digital commerce will drive greater investment in supply chain analytics, and the lure of faster decision making and eradicating inefficiencies will drive investment in smart machines and IoT and the associated SCM software.”
Gartner clients can read more in the research note “Forecast Overview: Supply Chain Management, Worldwide, 2016 Update.”
To gain valuable external perspective on supply chain, visit SCM World, a cross-industry community of the world’s leading supply chain practitioners. Now a fundamental pillar of Gartner’s supply chain services, the community orchestrates and curates the most innovative strategies, insight, expertise and knowledge from across the SCM World community.
Gartner, Inc. (NYSE: IT) is the world’s leading research and advisory company. The company helps business leaders across all major functions in every industry and enterprise size with the objective insights they need to make the right decisions. Gartner’s comprehensive suite of services delivers strategic advice and proven best practices to help clients succeed in their mission-critical priorities. Gartner is headquartered in Stamford, Connecticut, U.S.A., and has more than 13,000 associates serving clients in 11,000 enterprises in 100 countries. For more information, visit gartner.com.
June 30, 2017
Dr. Bill Ferrell, Fluor International Supply Chain Professor of Industrial Engineering and Associate Dean of the Graduate School at Clemson University, anticipates that technology will impact supply chains in four key areas between now and 2030. Ferrell, who authored Roadmap 2.0’s technology section, says “demand pull” will be a powerful force in implementation of technologies as supply chain segments require new capabilities to cope with constant change. These include:
1. Distribution center (DC) design. Short e-commerce order fulfillment lead times and demands for faster delivery by consumers—who increasingly live in urban areas that are getting more and more congested—means more distribution operations will need to be located within cities instead of outlying areas. “With the explosion of e-commerce, the greater need to move single-piece unit loads, and same-day or even same-hour last mile delivery expectations, I can’t imagine how a company can operate in cities like Chicago, Bangkok or Delhi and not have tall, multi-story, vertical DCs and order fulfillment facilities,” he said. “There will still be single-level, horizontally-oriented distribution centers in rural areas, but we’re going to see more verticality—and technologies that support it, particularly automated storage systems—within urban cores.”
2. Single-piece unit loads. Just a decade ago, manufacturing of pallet-loads of products was the norm. With the popularity and ease of online shopping via mobile devices for personalized items, the single-piece handling trend that has dominated e-commerce distribution is beginning to move even further upstream within supply chains. “In the original Roadmap, 3D printing/additive manufacturing was seen as a possible solution to this challenge because of its potential to eliminate finished goods inventory and ability to produce highly personalized items,” Ferrell recalled. “But now companies are beginning to realize it makes the most sense for discrete replacement part manufacturing.”
3. Human/automation interaction. Interactive technologies such as wearable augmented reality devices (think smart glasses) that provide guidance in performing a task and robotics that support human work activities are emerging—and that’s opening up some exciting workplace possibilities, said Ferrell. “There are technologies that allow humans with physical limitations to compete for certain jobs they were not able to do before, and automation that eliminates unsafe jobs. Technologies that support people both cognitively and physically will deliver tremendous value within supply chains at multiple levels.”
4. Transportation and delivery. Outside the four walls, Ferrell anticipates that autonomous vehicles that still rely on a degree of human interaction will be implemented sooner than those that are 100% self-driven. “I think long-haul trucking will see the first autonomous, self-driving vehicles—but a human will continue to be along for the ride, and people will still be necessary at the point of interface for load transfer between trailer and building,” he said. “Longer term, however, McKinsey and Company predicted in a September 2016 report that within 10 years 80% of last-mile deliveries are likely to be made by autonomous ground vehicles and drones.”
Want to understand more about developing technologies and their potential impact on your supply chain between now and 2030? Download Roadmap 2.0, free of charge, here.
June 27, 2017
Information Technology & Innovation Foundation Report: Cloud Computing Is Transforming Modern Manufacturing
WASHINGTON—Cloud computing is transforming virtually every facet of modern manufacturing—from how companies operate to how they integrate into supply chains and how they design and fabricate products. This is helping manufacturers innovate, reduce costs, and increase U.S. competitiveness, according to a new report from the Information Technology and Innovation Foundation (ITIF) and the American Enterprise Institute. The two think tanks urge policymakers to further bolster U.S. competitiveness by crafting a supportive policy environment to maximize adoption of the technology.
“Cloud computing has permeated virtually all facets of modern manufacturing and is transforming how today’s products are designed, made, and used,” said Stephen Ezell, ITIF’s vice president for global innovation policy and the report’s lead author. “This is enabling both large and small manufacturers to accelerate time to market, facilitate collaboration, support supply-chain integration, increase operational efficiency, and much more—all to the benefit of U.S. economic competitiveness. We need to put in place the right policy environment for U.S. manufacturers and the economy as a whole to capture maximum possible benefit from cloud computing and ensure America doesn’t fall behind in this new industrial revolution.”
The report describes how cloud computing enables modern manufacturing, provides real-word case studies of this process in action, and recommends actions policymakers can take to ensure cloud computing continues to transform manufacturing and bolster U.S. competitiveness.
The report urges U.S. policymakers to take action on both domestic and international policies, including:
- Continue funding the Manufacturing Extension Partnership program;
- Continue supporting the Manufacturing USA program;
- Create cloud-neutral tech policies;
- Fund the National Strategic Computing Initiative;
- Support broadband deployment and investment;
- Facilitate the commercialization of cybersecurity innovations;
- Support the development of globally interoperable, industry-led standards; and
- Negotiate trade agreements that prohibit use of data localization policies.
The Information Technology and Innovation Foundation (ITIF) is an independent, nonpartisan research and educational institute focusing on the intersection of technological innovation and public policy. Recognized as one of the world’s leading science and technology think tanks, ITIF’s mission is to formulate and promote policy solutions that accelerate innovation and boost productivity to spur growth, opportunity, and progress. Learn more at itif.org.
June 21, 2017
Survey shows 75% believe automation and AI critical to competitive success
The application of automation and artificial intelligence to mission-critical business processes will more than triple by 2019, reflecting growing confidence in such technologies, new research from Information Services Group (ISG) (NASDAQ: III), a leading global technology research and advisory firm, has found.
In an ISG survey of more than 500 business and IT leaders, 16 percent say they are currently applying automation and artificial intelligence (AI) to one or more mission-critical business processes. More than three times as many (51 percent) say they expect to do so by 2019. This rapid increase in adoption, the ISG Automation and AI Survey report notes, suggests IT and business leaders are becoming more confident that current proof-of-concept and pilot projects will move into production in the next 24 months.
Overall investment in automation technologies – including robotic process automation (RPA), autonomics, virtual customer service agents and personal assistants, natural language processing and machine learning – is expected to double in the next two years, the survey finds, as enterprises look to harness technologies that have the flexibility to solve more than one business problem.
“Automation and artificial intelligence are top of mind for business executives and service providers alike – and with good reason,” said Todd Lavieri, partner and president of ISG Americas. “Robotic process automation, autonomic systems and cognitive agents are making employees more productive by taking over routine, process-oriented tasks. At the same time, data scientists are using machine learning to find patterns and make predictions on vast troves of structured and unstructured data. These technologies, taken together, promise to usher in the next wave of enterprise growth and profitability.”
A Strategic Imperative
Some 75 percent of respondents indicate automation and AI will be critical to their ability to deliver products and services competitively, and two-thirds say such technologies will be required to fend off competition from digital disruptors. An equal number say cognitive systems will be central to strategic decision-making.
From a functional perspective, nearly 70 percent say information technology will be most impacted by automation and AI – specifically by autonomics – in the next two years. Nearly 60 percent believe autonomics will double IT productivity by 2020.
Other key areas of impact are customer care, where more than 60 percent say virtual agents and chatbots will improve customer experience by 2020, and finance and accounting, where more than 50 percent say RPA will automate more than half of F&A processes in the same time frame.
Automation and AI also will force enterprises to completely reimagine their talent acquisition and retention strategies, more than 60 percent of respondents say, particularly for such hard-to-obtain-and-retain skills as software development and data science.
Disruptive to Outsourcing
More than 60 percent believe automation and AI will decrease the need to outsource IT and business-support functions, and more than half say it will enable them to repatriate work now performed offshore.
Among enterprise buyers, 54 percent say they expect providers will need to lower their costs by 25 percent or more as a result of automation and AI, and an even greater number – 65 percent – say such technologies will reduce the cost to manage their service provider relationships significantly.
Nearly half of enterprise buyers believe service providers are avoiding automation and AI to preserve short-term revenue. Yet, 54 percent say they prefer to buy the business outcomes of automation and AI (cost avoidance, productivity, quality, etc.) from a service provider rather than buy automation and AI software themselves.
“As ITO and BPO buyers increasingly look to automate processes before they outsource them, the need for traditional tower-based outsourcing services will wane – as will the need to have a significant number of delivery resources offshore,” said Stanton Jones, director and principal analyst at ISG Research, and a co-author of the survey research report. “Buyers also are becoming savvier about the use of automation and are realizing their managed services providers are not always passing savings back to them as services become more automated.”
More than 80 percent of respondents say the most important outcomes from enterprise automation and AI are avoiding long-term costs (such as adding new hires), boosting productivity and improving customer experience. The vast majority do not view automation and AI as a way to cut jobs, with nearly 70 percent saying such technologies are focused on automating tasks, not entire roles. Nearly three-quarters feel automation and AI will free up employees to work on more value-added activities.
To learn more, click here.
About the ISG Automation and AI Survey
The ISG Automation and AI Survey asked 532 IT and business leaders in April 2017 about their current and planned adoption of automation and AI solutions, the reasons behind their adoption, their success to date and how such technologies would impact their talent acquisition and retention strategies – both internally and through service providers.
ISG (Information Services Group) (NASDAQ: III) is a leading global technology research and advisory firm. A trusted business partner to more than 700 clients, including 75 of the top 100 enterprises in the world, ISG is committed to helping corporations, public sector organizations, and service and technology providers achieve operational excellence and faster growth. The firm specializes in digital transformation services, including automation, cloud and data analytics; sourcing advisory; managed governance and risk services; network carrier services; technology strategy and operations design; change management; market intelligence and technology research and analysis. Founded in 2006, and based in Stamford, Conn., ISG employs more than 1,300 professionals operating in more than 20 countries—a global team known for its innovative thinking, market influence, deep industry and technology expertise, and world-class research and analytical capabilities based on the industry’s most comprehensive marketplace data. For more information, visit www.isg-one.com.