Transitioning to Next-Generation Outsourcing: Changing Investment Requirements for Ensuring Success in a World of Cloud-Based Services
|出版日期||內容資訊||英文 33 Pages
|次世代型外包：雲端型服務全球保證成功的投資條件變化 Transitioning to Next-Generation Outsourcing: Changing Investment Requirements for Ensuring Success in a World of Cloud-Based Services|
|出版日期: 2016年02月05日||內容資訊: 英文 33 Pages||
使用IT服務外包型 (外包) 的管理服務供應商目前正受到傳統型 - 勞動節約型 - 商業模式次世代型外包模式 - 雲端型服務提供使用形態的轉變壓力。為了在這種狀況下進行有效投資、必須將雲端服務專家今後採取的最終形態明確化、預測移動方向設置架構、設定業績評價指標、思考最佳市場滲透策略、掌握今後的風險與持久性、描繪出核心的投資藍圖 = 誰會往哪裡去、該與誰合作。
本報告針對傳統型外包型管理服務 (勞工集中型) 、移動向次世代型外包服務 (雲端型) 、投資所產生的各種問題進行分析、透過近年對業界相關人士的調查與雲端服務市場調查的結果為基礎、提供今後業界構造變化 (最終形態) 、外包／代管、雲端服務供應商生態 (商業環境)、市場策略移動的必要性、傳統型服務與雲端服務收支比較、今後市場成功必要的投資項目等調查、考察。
This IDC study provides an overview of IDC's view of key building blocks that providers of traditional outsourced-managed services (e.g., labor oriented) need to invest in as they transition to the next-generation outsourced business model referred to as cloud services. Using a combination of recent feedback from buyer studies, service provider financials including the Securities and Exchange Commission (SEC), and ongoing research on the topic of cloud services, this study provides a set of detailed assessments on the future end-state structure and ecosystem of a provider of outsourced-managed cloud services, the need for a shift in market penetration strategies, the breadth of risks across providers and buyers that are shaping the structure of the provider, and a financial contrast between traditional and cloud services business models. Finally, this study offers an executive summary and essential guidance on critical investments that providers need to make to ensure success, including defining the end-state structure of a "pure-play" cloud service provider and ecosystem, creating a framework to determine the pace of transition, establishing and monitoring critical business and performance metrics, defining an optimal market penetration strategy, understanding total risks and risk tolerance from service provider to buyer to government, and creating a road map of critical investments that delineate roles and responsibilities between what to own and where to partner.
"Providers of outsourced-managed services using traditional IT services approaches (e.g., labor oriented) are under increasing pressure to transition their business model to the next-generation outsourcing model involving cloud-based service delivery and consumption," says David Tapper, VP of Outsourcing, Managed, and Offshore Services at IDC. "Success for players competing in the world of traditional outsourced-managed services and needing to transition to a cloud-based outsourced-managed services business will require them to define the end-state structure of a pure-play cloud service provider and ecosystem, develop a framework to determine the pace of transition, establish and monitor critical business and performance metrics, define the optimal market penetration strategy, understand total risks and risk tolerance from service provider to buyer to government, and create a road map of critical investments that delineate roles and responsibilities between what to own and operate, and where to partner."