Learn how GenAI is impacting buyer-vendor relationships and what is next in the evolution of their business models; how tech and services companies are using alliances to extend their reach within enterprises and across the larger GenAI — and emerging tech — ecosystem; and which consultancies, IT services vendors, cloud and software companies, and infrastructure players are best positioned for the next wave of GenAI adoption
after two years of GenAI disruption, a clear trend is emerging across the ecosystem: strategic partnering is becoming essential. Companies such as McKinsey & Co, Wipro, Dell Technologies, Amazon Web Services (AWS) and NVIDIA are adopting this approach, recognizing that no single organization can deliver comprehensive GenAI-enabled solutions alone. Instead, success increasingly depends on leveraging the technology and expertise of ecosystem partners.
Of the three major focus areas for TBR’s 2025 predictions — strategy consulting, generative AI (GenAI) and ecosystem intelligence — the first may seem a long shot, the second too obvious to be new, and the third too well established to be changing much. All three will upend expectations in 2025 with wildly varying results for the IT services companies and consultancies that TBR tracks and for their technology partners.
In TBR’s view, Uvance is the framework around Fujitsu’s “SaaS-like” business model, with the leaders using the term “SaaS-like” but recognizing the phrasing may need further refinement and/or explanation.
We believe Infosys’ position within the ecosystem will also play a role in how fast and successful the company is when it comes to scaling AI with clients. Infosys’ AI-related messaging includes 23 AI playbooks, which focus on value realization spanning technical and business components, such as Foundry and Factory models, as well as change management.
As the most mature digital transformation component, customer experience (CX) has compelled buyers to embark on omnichannel projects to unify insights and processes across the customer life cycle for years now. Vendors have plenty of use cases to rely on, but slower discretionary spend is pressure-testing vendors’ value propositions rooted in trusted algorithms.
Mature alliance partnerships have enabled vendors across the spectrum to collaborate as they realize the value of the ecosystem. Cultural, portfolio and leadership DNA have shaped vendors’ behavior when it comes to go-to-market efforts and partner strategies, which is not surprising given that vendors often lean on what they do best when pursuing opportunities.
As Accenture’s revenue continues to grow, so does the share of revenue from its top 10 partners, reducing the share of sales from the rest of its alliance partners. With Accenture’s top 10 alliance partners helping to generate close to 50% of the company’s total sales, it remains to be seen whether Accenture will be able to retain its other partner relationships in the long term.
Gain valuable insights into the evolving dynamics of vendor collaboration and the best practices for creating successful alliance partnerships.
Infosys Cobalt, Infosys Topaz and now Infosys Aster will continue to act both as the backbone of IT services modernization and as access points to generative AI (GenAI)-related opportunities. With many of its peers are pursuing similar strategies and poaching key Infosys executives to emulate success, the company needs to remain vigilant and maintain transparent communication with stakeholders to avoid client and talent confusion and secure its long-term success.