The coming IT consulting battle: Who will win and who will lose among hyperscaler, India-centric and tech-led IT services players?

India-centric vendors, hyperscalers and tech-heavy IT services vendors are all trying to enter the consulting space, but we believe they will fail. Why?


Join Practice Manager and Principal Analyst Patrick M. Heffernan, Principal Analyst Bozhidar Hristov, Senior Analyst Elitsa Bakalova, Senior Analyst Kelly Lesiczka, Analyst John Croll and Senior Analyst Kevin Collupy for an in-depth look at consulting across the IT services spectrum.


In this FREE webinar you’ll learn:

  • How some India-centric IT services vendors have expanded their consulting capabilities as their core businesses evolve toward digital transformation engagements
  • Why the three hyperscalers — Amazon Web Services, Microsoft and Google — have invested in their professional services practices, encroaching on their IT services and management consulting partners
  • What challenges and barriers prevent tech-heavy IT services vendors from growing their consulting practices and what strategies those vendors will likely pursue





Previous TBR webinars can be viewed anytime on TBR’s Webinar Portal. For additional information or to arrange a briefing with our analysts, please contact TBR at [email protected].

Demand, decarbonization, wild change: IT services and management consulting for the rest of 2022

3 trends setting the stage for the end of 2022

IT services will continue to grow in a good or bad economy

As we start the final four months of 2022, trying to read the macroeconomic tea leaves for signs of a recession, a recovery, or something in between may be a fool’s errand as most reliable markers currently provide mixed signals. In place of confidence and certainty around broad economic conditions, we are focused on the challenges and opportunities emerging for IT services vendors and management consultancies.

  • With technology vendors slowing their hiring cadences or even shedding headcount, IT services vendors may find more talent available, which could ease attrition pressures and allow some vendors to lessen dependencies on subcontractors. If M&A activity remains muted, TBR expects IT services vendors and consultancies will increasingly hire technology-experienced talent to support revenue growth.
  • TBR expects IT services revenue to continue growing, even in the event of a global recession. IT systems have become corporate utilities, a necessary cost that must be maintained and even consistently improved to contain costs and support growth. Through surveys and in-depth interviews with IT buyers, TBR sees a recurring sentiment that IT budgets will stay steady or grow through the end of 2022 and well into 2023.

India-centric IT services vendors, such as Tata Consultancy Services (TCS) and Infosys, may be the best positioned to weather substantial economic pressures, in part because of their lower-cost talent base and decades of investments in automation. Building facilities and recruiting in India’s second-tier cities could also provide the India-centric vendors with a cushion in the event of a downturn. In addition, TBR expects IT services vendors will increasingly invest in Latin and South America to hedge against overexposure to India’s risks.

Free Webinar: The coming IT consulting battle – Who will win and who will lose among hyperscaler, India-centric and tech-led IT services players?

A lull in decarbonization support may provide an opening for less active vendors

In TBR’s first Decarbonization Market Landscape, we noted that, “although some firms have been active over the last few decades around developing and acting on decarbonization strategies, many were induced — be it from competition, stakeholders or regulatory evolution — to improve, update, revisit or outright announce new net-zero targets, which in recent years have become somewhat of a comprehensive measure of a firm’s overall decarbonization efforts. Critics of the net-zero slogan argue that it is yet another disguise for inaction as firms can simply continue business as usual while betting on nascent carbon sequestration techniques or other unproven technologies.”

IT services vendors and consultancies that have been slow to invest in and publicly announce aggressive decarbonization initiatives and capabilities may find their approach provides advantages as they can focus their go-to-market messages on low-cost solutions that marry decarbonization with sensitivities to an uncertain macroeconomic picture. Rather than bespoke — and potentially expensive — engagements, buyers may shy away from large investments if net zero fades as a corporate priority.

For those vendors TBR has identified as decarbonization leaders, based on both their own commitments and their services and solutions for clients, maintaining trust and demonstrating transparency around decarbonization efforts will remain the critical success factor. Continuing from the report quoted above, “Overcoming this fate is up to leadership to ensure transparency and organizational commitment by reporting emissions reduction progress, verifying and auditing with independent parties, and embedding the GHG [greenhouse gas] accounting process within financial reporting.”

TBR believes Europe will remain the proving ground, demonstrating to management consultancies, IT services vendors, clients and regulators what can and cannot happen in decarbonization. Vendors most active in Europe will remain at the forefront, even if energy pressures and a continuing war in Ukraine dampen overall enthusiasm for decarbonization.


A new world order, brought on by Kyndryl, Atos, maybe EY, and definitely VARs

Kyndryl’s split from IBM created a new force in the IT services space, a $19 billion vendor with “an established customer base, skilled talent, IP, and expertise around modernizing and managing customers’ mission-critical systems,” as TBR noted in our first report on the company. With Atos expecting to split into two separate companies and rumors that EY may carve out its consulting practice, the entire IT services and management consulting landscape seems ready for a new world order.

  • According to TBR’s 2Q22 Atos report, “Atos is accelerating its transformation path, with plans over the next 12 to 18 months to split into two separate entities — Tech Foundations (TFCo or new Atos) and SpinCo (or Evidian) — to unlock value for clients, employees and shareholders. … Evidian, which will see an accelerated investment of €0.4 billion over the next five years, will work in digital transformation, big data and cybersecurity. New Atos, which will be restructured through a €1 billion plan between 2022 and 2026, will work in managed infrastructure services, digital workplace and professional services. The reasoning behind the planned split is that the two segments have different performance, business models, dynamics and strategies; therefore, a one-size-fits-all approach with the two segments staying within one company does not deliver superior performance.” Atos’ decoupling appears to be following Kyndryl’s path, and the two new companies will likely have a solid partnership similar to Kyndryl and IBM’s to deliver holistic solutions that cover the advise-build-run life cycle.
  • In contrast, EY slicing off its advisory practice to create a stand-alone management consultancy unencumbered by tax, audit, and risk obligations and restrictions would break ground and compel the remaining Big Four firms to adjust their strategies and investments to meet the new competitive threat. Allied more tightly with Infosys, Microsoft and even Kyndryl, the new EY consultancy could challenge the full spectrum of digital transformation vendors, from McKinsey & Co. through Accenture to Wipro.

Off the radar for many but potentially more disruptive over the long term, TBR has noted that every vendor in the IT space, including cloud and hardware-centric providers and value-added resellers, aspires to orchestrate services and tap into the ever-growing market for managed services. The VARs have established client bases and the ability to see, in real time, shifting IT budgets and demands, which may provide them — if they can shift business models away from a transaction-always mindset — the best opportunity to evolve rapidly in this space.

Inflation, recession and uncertainty: 3 key drivers of cloud economics

Inflation, recession and uncertainty are driving cloud economics, but what does that mean for pricing, talent and vendor performance?


Cloud opportunity has grown despite, or possibly because of, recent global disruption related to the COVID-19 pandemic. However, the current concoction of macroeconomic disruption — inflation, the war in Ukraine, the looming threat of a global recession — is testing this resilience and growth is starting to slow.


Join Practice Manager Allan Krans, Senior Analyst Evan Woollacott and Senior Analyst Catie Merrill Thursday, Sept. 22, 2022, for a closer look at how cloud vendors are reacting to the current environment, as well as the threats and challenges we believe they’ll face in the near future.


In this FREE webinar you’ll learn:

  • How the threat of a recession impacts cloud spending and leading vendor performance
  • How inflation will impact cloud pricing and profitability
  • How the war for talent impacts cloud vendors and their ecosystems of services and ISV partners





Previous TBR webinars can be viewed anytime on TBR’s Webinar Portal. For additional information or to arrange a briefing with our analysts, please contact TBR at [email protected].

TBR launches Decarbonization Market Landscape

In TBR’s Decarbonization Market Landscape learn what vendors have committed to do, how they are helping clients, and where opportunities exist for technology partners, competitors and disruptors in the decarbonization space.

Built for this moment: Optiv evolved to full-stack security services

Expanded security services well beyond value-added reseller

On July 28, TBR attended a presentation and Q&A session held by Optiv’s leadership team, including CEO Kevin Lynch and SVP for Cyber Defense & Applied Security Jason Lewkowicz, who discussed the company’s overall strategy, place in the market and core cybersecurity offerings. They were later joined by a broader Optiv team for a deeper dive into some specific security services offerings. The following reflects that session as well as TBR’s ongoing research into and analysis of the cybersecurity services practices of leading IT services vendors, cloud vendors and software vendors.


For TBR, CEO Lynch captured Optiv’s essence when answering a question about change management by emphasizing how much Optiv itself has evolved and will continue to do so. Lynch said the company’s services business has changed significantly in the last couple of years. Previously, Optiv provided mostly attached technical services, bringing in third parties in a standard VAR business model. With expanded capabilities, Optiv expanded its footprint at clients and has shifted its focus to business outcomes, reflecting an evolution in how chief information security officers (CISOs) see their value in an organization. Lynch described Optiv as “the last mile in a tech ecosystem” and said his company was built for this particular moment in cybersecurity services, as Optiv combined “great technical acumen in the field,” proximity to clients, and technology ecosystem partnering done in “a unique way.”


In TBR’s view, Optiv unquestionably benefits from deep expertise in deploying and integrating a wide range of technologies across the security space and executing a business model pivot from VAR to a full range of consulting, integration and managed services capabilities. Private equity ownership and the ability to attract top security talent undoubtedly have helped the company expand. Sustained growth in the near to medium term will likely depend, in TBR’s view, on Optiv’s ability to scale current capabilities without compromising quality, expand brand recognition within the ecosystem as more than just a VAR, and deepen the company’s footprint with clients without overextending outside its core security services offerings.


Free Webinar: 5G infrastructure spend has peaked – should you be concerned?

Close to clients, and delivering on technology and services

Optiv’s presentation included details about the company’s current business, which has over 2,300 professionals serving approximately 6,000 clients, predominately in North America. Lynch noted that the company’s revenues expanded at a double-digit growth rate from 2020 to 2021 based on two growth pillars: technology, which includes reselling technologies and solutions from 450 partners; and, services, which includes a 650-plus-person team of experts with deep technical talent working directly in the field on clients’ specific business and security challenges, supported by larger delivery and Security Operations Centers teams.

Lynch said clients vary widely by revenue size, and most of Optiv’s talent works in close proximity to clients’ sites, with the company operating just three main hubs in Kansas City, Kan.; Denver; and Bangalore, India. For context, TBR notes that Atos has a little less than three times as many security services professionals generating around $750 million annually, Accenture Security (NYSE: ACN) claims a headcount almost seven times Optiv’s with revenues close to $6 billion, and Deloitte has close to 10 times the headcount of Optiv and revenues near $4 billion. Those figures likely include professionals in roles not specific to security who provide industry knowledge, consulting or systems integration in coordination with more specialized security services engagements, but the overall scale of those three vendors challenges Optiv in terms of talent and client mindshare.

Meeting clients where they are with advice, implementation and managed services

Shifting to a discussion of how Optiv provides security services to clients, Lynch described three “modalities”: advise, deploy and operate. In the first, Optiv views its clients as deserving of “great advice on what to do in this unprecedented time,” leading the company to provide security strategies, insights, design and envisioning of desired future operational states. The second modality, deploy, constitutes the shift from “thoughts to actions,” as described by Lynch, and includes an evaluation of which technology assets should be deployed, validation of a client’s existing technology, sourcing by Optiv of fit-for-purpose technology, and integration into a client’s environment.

After this stage, according to Lynch, some clients ask Optiv to become a full-on security partner, taking over the operations of the client’s security apparatus through a managed services arrangement. Lynch said these clients typically recognize that Optiv’s security expertise cannot be replicated in-house, in part because these clients’ core business value does not come from security while Optiv’s does. He added that Optiv “will build the product stack to deliver on this promise” of providing “the entirety of [some clients’] security needs,” but cautioned that because Optiv has “to be perfect when we deliver,” the company continues to build out these capabilities to meet their ambitions.


Diving further into Optiv’s approach, SVP Lewkowicz noted Optiv has shifted its focus to making its services simple for clients to consume, in part by meeting a client “wherever they are on the security journey.” In describing some of Optiv’s security services, Lewkowicz said the company’s Strategy and Governance practice works with clients lacking core competence and expertise around security, helping those clients set desired outcomes; the Digital Transformation practice examines the full spectrum of enterprise technology for security implications, too often after a client has already started a digital transformation journey; and the Risk Management practice helps clients measure risk through the right security and compliance lenses.

In describing these offerings, which Optiv includes under an overall Cyber Strategy & Risk practice, complemented by a Cyber Protection & Identity practice and a Cyber Defense & Applied Security practice, Lewkowicz acknowledged the role of Optiv’s 450 technology partners and said the company is the “connective tissue” between technology and services.


TBR noted throughout Lewkowicz’s presentation an emphasis on highly flexible scoping arrangements, with Optiv content to meet a client’s every security need or just a small set. In TBR’s experience, most security services vendors take a more proscriptive — or at least an encouraging with some pressure — approach, potentially leading clients to take on more than they are prepared for. Both Lewkowicz and Lynch stressed that Optiv’s overall culture engendered a flexible and client-centric approach, potentially providing a strength against other security services vendors.


One additional note on Optiv’s approach: Lynch described his company’s decision to work with 450 technology partners as a strategic choice, saying they could work with 3,000 or more players across the security technology spectrum but had narrowed its ecosystem down to 450 to make Optiv a “value-added convener of IP.” He said that all 450 technology partners engage in go-to-market motions with Optiv and that the company wraps services around some of those technology partners’ solutions.

For a select group, perhaps as few as seven partners among the 450, Optiv cocreates and builds integrated solutions. This pyramid of partners strikes TBR as refreshingly honest — no company could adequately manage 450 relationships to a uniform degree of commitment and investment. Many larger, multifaceted IT services providers have established services-plus-technology partnerships, often described as business groups, to advance go-to-market strategies with specific technology vendors, such as Amazon Web Services (Nasdaq: AMZN), Microsoft (Nasdaq: MSFT), Google (Nasdaq: GOOGL) and SAP (NYSE: SAP). While a seemingly successful strategy for IT services vendors, TBR does not believe that kind of branded approach, an explicit tie to a massive technology provider, would benefit Optiv.

As CISOs face uncertainty, Optiv provides focus, capabilities and experience

During his remarks, Lynch provided a passionate assessment of Optiv’s place in the market, noting that his company is “built for this moment, for this challenging time for our clients” and “we can stand shoulder to shoulder and help solve problems.” He added that Optiv’s heritage as a value-added reseller provided a solid foundation for evolution to a full-breadth security services company. “We don’t start and stop with [a VAR role],” he explained, “but bring consulting and tech talent to wrap around solutions and provide integrated outcomes.” Lynch contrasted Optiv with IT services vendors and consultancies that have a security services business as part of their overall suite of offerings and capabilities. Optiv just does security, and in Lynch’s telling, clients appreciate that singular focus.


Lynch spoke at length about the current challenges facing CISOs, including a challenging market for talent, accrued technical debt and legacy tools, many of which are not integrated and cannot coherently and consistently deliver business, data or technology outcomes. Added to this environment, Lynch said CISOs face changing reporting structures and must now do more than simply provision technology; CISOs now have to deliver business results, a shift Lynch described as “from inputs to outcomes.” Further, Lynch said cybersecurity attack surfaces and perimeters got stretched because of the pandemic and remote working, raising questions for CISOs about whether that expansion would become permanent. Lynch speculated most enterprises would remain hybrid for the coming decade, resulting in sustained demand for security services.


To meet these challenges, Lynch said Optiv brings its twin technology and services pillars, as well as the full 450-partner ecosystem, in a differentiated way, delivering full capabilities against CISOs’ current needs. In addition, the company launched its first solution using its own processes and will be aggressive in the near term on innovation and development, potentially also using acquisitions to expand across the market and into additional geographies.

Lynch and John Johnson, Optiv’s VP for Cyber Strategy & Transformation, noted competitors provide technology solutions but rarely have the ability to identify system dependencies and do not focus on business processes, leading to gaps in data and understanding about clients’ business-critical processes. Johnson noted that traditional IT services providers and consultancies do not approach resiliency and recovery with the same rigor as Optiv, speculating that these competitors perhaps lack talent who have responded to real and substantial ransomware attacks. On a final note about differentiation, Lynch said Optiv has experienced people who have seen the bad outcomes that can happen, are battle scarred and know what is really needed.


TBR has written extensively about IT services vendors’ and consultancies’ cybersecurity practices, having been briefed by those vendors, visited security operations centers and seen demonstrations of leading-edge solutions. But even with scale and people who are passionate about their craft, those security services practices remain only a part of the vendor’s or company’s overall business. Lynch is right in saying Optiv’s focus on only cybersecurity separates his company from competitors, no matter those competitors’ scale and client base.

Further, TBR’s research on digital transformation (DT) (see Figures 1, 2 and 3) illustrates two trends beneficial to Optiv: buyers continue to make security a priority, and buyers increasingly want an ecosystem of vendors, not “one throat to choke.” Optiv’s business model pivot to expanding beyond being a VAR, combined with the expertise Optiv has been recruiting in recent years and an emphasis on consulting — yes, Optiv now does change management consulting as part of its cybersecurity strategy engagements — appears to round out a complete picture of a most capable security services company that is well suited for the coming changes in the security services market. In Lynch’s words, TBR believes Optiv may be “built for this moment.”

Technologies Purchased for Central Digital Transformation Initiative

Figure 1

Digital transformation adopters overview

Figure 2

Importance of attributes in digital transformation services vendor selection

Figure 3


TBR includes coverage of cybersecurity services in individual vendor reports, benchmarks and market landscapes, with all analysis based on the individual strategies, performances and activities of the IT services vendors and consultancies in TBR’s scope. Foundational reports used for this special report include IT Services Vendor Benchmark, Digital Transformation Insights Report: Voice of the Customer Research and Management Consulting Benchmark. Access these reports and more with a 60-day free trial of TBR Insight Center™.

Unisys executes rebranding efforts to transform its image in the IT services space

Unisys hosted its first in-person Analyst Day event in Boston on June 2 to bring together leaders from segment groups and the top leadership team to discuss the company’s strategy pivot and refreshed branding image within the IT services space. CEO Peter Altabef; SVP and CTO Dwayne Allen; SVP and CMO Teresa Poggenpohl; and SVP and Chief Commercial Officer Maureen Sweeny led the presentation, walking through partnerships, modern workplace solutions and cloud strategies that will propel the company through 2022 and into 2023. Leon Gilbert, GM of Digital Workplace Solutions, and Mike McGarvey, senior director of Global Hybrid Cloud, led the discussion on Digital Workplace Solutions, and Manju Naglapur, GM of Cloud and Infrastructure Solutions, and Dan Chalk, senior director of Cloud and Infrastructure Solutions, discussed Cloud, Infrastructure and Application Services.

TBR Perspective

Over the past year, Unisys has executed on rebranding and marketing efforts to transform its image in the IT services space and offer a refreshed technology portfolio that allows the company to expand revenue and profitability.


Centering its solutions and talent around four key areas — Digital Workplace Solutions, Cloud, Infrastructure and Application Services, Business Process Solutions and Enterprise Computing Solutions — helps Unisys provide clients with the tools and services to uphold their modernized workplaces. To execute on this transformation, Unisys expanded its ecosystem to include the expertise, technology capabilities and scale required to move beyond traditional services needs and highlight its broadened experience and optimized portfolio. By leaning on its expanded ecosystem and undertaking internal innovation projects, Unisys has developed industry-specialized applications that better fit within clients’ environments.


As part of its rebranding, Unisys refined its talent strategy, looking to fill gaps around technology and make cultural improvements to bolster its companywide shift. With increasing competition around talent, Unisys aims to ensure it can recruit and retain resources that support growth opportunities. Unisys is not alone with attrition pressures as peers have also experienced jumps in attrition rates, particularly over the last 18 months, pushing vendors to hire and offset talent shortages.

Free Webinar: 5G infrastructure spend has peaked – should you be concerned?

Changing marketing and portfolio trends

Unisys executed on refreshing its brand and marketing plan to better align its business offerings and market positioning to clients’ needs. A core piece of the company’s marketing transition was building partnerships with clients and instilling trust across its engagements, which will serve as a lead-in for both new and old clients and guide the integration of new technologies and solutions within IT environments. To support this end, Unisys updated its website to leverage a more content-oriented approach, showcasing client testimonials and experiences as well as outcomes. Additionally, increased marketing efforts to grow awareness of its portfolio and wealth of experience transform Unisys’ image and guide business model shifts. Increasing brand trust improves market perception, which will help Unisys grow its client base and existing engagements as well as attract new talent.


Shifting its marketing approach created opportunities for Unisys in the C-Suite. As clients look to establish new security, cloud, digital, and environmental, social and governance (ESG) offerings, Unisys strengthens its ability to engage with different levels within the C-Suite to guide these projects. The content-driven approach is geared toward attracting higher-level stakeholders and generating larger-scale transformation projects.


By deepening its involvement in the ESG market, Unisys is able to better help clients address their sustainability targets and improve their environmental footprints. In 2006 Unisys set internal targets to control and reduce emissions and outputs, which helped it gain experience and outcomes in the area. Unisys has since updated its targets to continue its progress toward the company’s sustainability goals.


Developing the internal skills and resources needed to implement the company’s sustainability goals enables Unisys to execute on similar efforts for clients, particularly in Europe, where it has helped clients adapt to new regulations regarding emissions and energy consumption. Unisys also executes on the social and cultural aspects of ESG to help clients improve internally and externally.


In July TBR published the special report, Atos’ sustainability play relies on ecosystems, science and leading by example, which expands on the customer-zero approach, showcasing the SI vendors that have created more resonant use cases. For example, according to the report, “Atos has rarely presented itself as customer zero, but with sustainability the vendor has been showing its own standards to clients and the internal lessons learned on adoption, measurement and change management.” By expanding its breadth of ESG capabilities and its brand recognition, Unisys has established a foundation it can build upon in its growth areas.


Business models shifts, including support from Unisys’ external branding and marketing efforts to transform market perception, have allowed the company to lead with trust and deliver on clients’ needs to drive outcomes, leaning on its portfolio depth and partner ecosystem. Showcasing the depth of its portfolio and services will allow Unisys to better lead discussions with new stakeholders within emerging areas.

Emphasizing digital workplace and cloud

As clients execute on larger-scale transformation projects, they look for vendors to guide projects from beginning to end and to provide support following completion. Repositioning through marketing plans and a refreshed portfolio image allows Unisys to serve as a go-to partner for its clients.


The key theme of partnerships and value-driven outcomes for clients was embedded throughout the event, serving as evidence of Unisys’ efforts to improve relationship management and the relevancy of its portfolio. By working closely with clients to update their environments and business strategies, underpinned by emerging technologies, Unisys can enable clients to respond more quickly to market changes and operate more cost effectively. While the majority of Unisys’ revenue is generated through outsourcing and support and maintenance — which represent approximately 65% of total revenue — consulting work is helping to guide the adoption of digital workplace and cloud solutions. Expanding those conversations with clients will expand the breadth of Unisys’ consulting experience and ability to guide transformations.


During the event Unisys also highlighted its partner ecosystem and the roles it plays in accelerating digital transformation and helping the company grow its portfolio around both consulting capabilities and emerging technology. Forging partnerships enhances Unisys’ value proposition around industry solutions, improving its ability to identify and address clients’ transformative needs.


Additionally, Unisys incorporates consulting services derived from partnerships to better guide cloud migrations to Amazon Web Services and other hyperscaler solutions. This aligns with TBR’s findings in its May 2022 Digital Transformation: Voice of the Customer Research, which supports the idea that SIs will be capable of delivering an ecosystem of solutions to enable transformation. According to the report, “While cloud migration and IT modernization continue to provide the bulk of the services opportunities, buyers, especially the ones that have led the way in terms of adopting a business-first, technology-second mindset, are now demonstrating an appetite for experimenting with new technologies in areas such as AI, enabling them to further enhance customer experience.”


TBR’s June 2022 Digital Transformation: Cloud Ecosystems Market Landscape also emphasizes the need of hyperscaler partners is deeply rooted in platforms and scale to transformation projects. The market landscape states, “While hyperscalers’ platform capabilities provide the necessary hooks into IT systems, both new and old, to enable the construction of hybrid IT and cloud environments, the SI community serves as the tip of hyperscalers’ go-to-market spear, capable of establishing the business case for emerging DT [digital transformation] initiatives to gain the trust and buy-in from a diverse array of buyers.”


Working with partners supplements Unisys’ internal innovation efforts to deepen its experience around digital workplace services and cloud solutions. During this event, Unisys walked through its digital solutions, including intelligent workplace services, modern device management and Workplace as a Service as well as its cloud solutions such as cloud data and analytics, management and hybrid infrastructure services. The solutions help clients navigate technology debt — debt incurred from technical assets and/or data centers — while also modernizing traditional elements, bridging the gap between legacy and emerging areas. Addressing the cost impacts in addition to technology needs allows Unisys to serve as a trusted partner for its clients, enabling them to sustain and manage transformations.

Differentiation through trust

While differentiation presents a challenge for all vendors, Unisys leans on its client engagement and relationship management to serve as a go-to partner and deliver across different needs. Instilling trust by testing and working on capabilities internally, such as around ESG with company targets, can help bolster conversations with clients. Strong relationships with clients help increase awareness of Unisys’ portfolio depth and efforts to transform the company’s image in the market. Centering engagements on trust through outcome-driven solutions that bring value to clients leads to higher renewals for Unisys and new logo generation. Showcasing client experiences and business outcomes on the website and through digital marketing efforts will resonate with clients and prospects and guide further discussions.


Unisys’ efforts to grow its cloud portfolio and support its partner solution adoption provide opportunities for the company to drive larger-scale transformations. More specifically, Unisys executes on technology debt reduction, creates interoperability between different environments and devices, and increases internal agility to respond more rapidly to client needs. The portfolio expansion allows Unisys to help clients navigate multicloud complexities as well as guide the use of applications to help modernize business operations and utilize data. Leaning on its client relationships, Unisys proactively helps clients solve current problems while creating more resilient business environments that can be more flexible when confronted with unexpected challenges.


As clients’ and market needs change, Unisys evaluated its portfolio offerings and infused an expanded set of digital workplace and cloud solutions to refresh its business strategy and align with client requirements. Coupled with a more active marketing strategy that centers on content and experience underpinned by client testimonials, Unisys helps progress beyond traditional transformation engagements to deliver on more complex cloud and digital transformations.


Working as a partner to guide clients through challenges and improve their flexibility further strengthens Unisys’ position as a trusted vendor that can drive outcomes and value. A greater emphasis on clients’ needs, with outcomes at the center, will continue to showcase Unisys’ ability to deliver on changing market dynamics and accelerate from a revenue growth and portfolio expansion perspective alongside its clients.

CSP spend on 5G infrastructure peaks in 2022


Join Principal Analyst Chris Antlitz Thursday, Sept. 1, for an exclusive look at key trends in the global 5G market, including spend trends by operator type and region as well as technology and use case trends. Our findings are based on TBR’s recently published 5G Telecom Market Forecast, which includes current-year market sizing and a five-year forecast by multiple 5G market segments and geographies.


In this FREE webinar you’ll learn:

  • How communication service providers (CSPs) are justifying their 5G investments
  • Which regions and countries are driving 5G infrastructure spend and when
  • Which use cases CSPs are focusing on





Previous TBR webinars can be viewed anytime on TBR’s Webinar Portal. For additional information or to arrange a briefing with our analysts, please contact TBR at [email protected].