This document discusses the pressures facing professional services firms to become more agile and enable continuous innovation. Technological developments have created demands for agility, continuous innovation, and focus on business outcomes over linear outputs. Strategic imperatives for professional services firms include reskilling, agile engagement, external ecosystems, and continuous innovation. Common barriers to progress include a lack of shared views and insights across skills, utilization, project plans, and external resources. The future professional services firm is envisioned as an integrated firm with an extended talent network and intelligent talent supply chain, enabled by a unified platform for continuous planning, financial management, human capital management, and analytics.

1. 1
Enabling Fluid Professional Services
Delivery
An IDC/Workday Webinar
M A R K E T P E R S P E C T I V E S

2. © IDC 2
TomSealAlexandros StratisPhilip Carter Patrice Cappello
Senior Program Director
European Services
Research Manager,
European Enterprise
Applications
Chief Analyst,
IDC Europe
Strategic Industry
Advisor,
Professional
Services at
Workday
THE IDC & WORKDAYPRESENTERS

3. The new pressures:
• Agility
• Continuous Innovation
• Business Outcomes
© IDC 3
Disruptive Forces are Influencing Customer Attitudes
Technological developments created these pressures, and have a role in alleviating them

4. Business Outcomes
From: Linear To: Exponential
Continuous
improvement
Innovation at scale
• Performance to contract
• Delivery of features & functions
• I.P. Transferred
• NPS
• Ecosystem scale
• IP created
• End customer impact
• Internal adoption rates
Customer need
Service KPIs

5. © IDC 5
Strategic Imperatives for Professional Services Firms
Reskilling
Agile
Engagement
External
Ecosystems
Continuous
Innovation
Addressing each of these will enable firms to meet the needs of the future enterprise

6. Continuous Innovation
Then
Monetisation of unique IP
Now
Creating a systematic way
of creating advantage for
clients
Ecosystem

7. Agility & External Ecosystems
Continuous and iterative. You earn a position in the ecosystem.
You
Client
CollaboratorEnd Customer
Competitor
Agile working, continuous innovation and open
platforms are changing the nature of projects:
• Conventional sourcing of a pre-established set
of needs will become rare
• Business opportunities will “flow” through the
ecosystem
• Even the concept of customer and supplier will
be challenged

8. © IDC 8
Barriers to Progress
No shared view of:
• Skills
• Utilization
• Project plans
• External resources
Lack of Insight
Many legacy systems were
designed for a different business
era, driving behaviors that are now
counterproductive:
• Control over freedom
• Certainty over innovation
Inflexibility by Design
Ways of working will change
fundamentally, and some staff may
not buy-in to them due to:
• Uncertainty
• Removal of hierarchy
Employee Disengagement

9. © IDC 9
The Future Professional Services Firm
The Integrated
Professional Services Firm
Extended Talent
Network
Intelligent Talent Supply
Chain

10. Planning
Financial
Management
Human Capital
Management
Analytics and
Benchmarking

11. Business Process
Framework
Object
Data Model
Reporting and
Analytics
Security Integration
Cloud
One Source for Data | One Security Model | One Experience | One Community
Machine
Learning
One Platform

12. Continuous, real-time
planning
How Workday enables Organisational Agility
Responsive Skilled In ControlAdaptable Empowered
Fluid structures and
processes
Building the future
workforce
Informed and
delegated decision
making
Measurement and
guidance
Plan, execute, analyse
to reflect ongoing
change
Ability to quickly
reallocate and on-board
to where skills are
needed
Build and maintain
active plans to upskill
workforce and increase
employee engagement
Provides employees
access to timely and
relevant data to make
appropriate decisions
Ability to proactively
measure performance
to drive a “fail fast”
mentality – to change
course

13. THANK
YOU