In addition to access, they already have trust. They have access to a broad set of stakeholders necessary to drive transformation. In the business transformation marketplace, the Big 4 already had substantial footprints in the IT organizations and BPO or shared service organizations to drive the business process segments. The second path is the IT and business process modernization movement in which companies try to modernize their IT organizations so that they can better help the company transform. Digital Transformation activities take two paths: one is business transformation where companies seek to change their competitive positioning – changing the customer experience, the employee experience, the ecosystem experience. The Big 4 are extraordinarily well positioned to capture market share in both forms of digital transformation. Why Are The Big 4 So Well Positioned To Capture The Market? Four formidable, scalable organizations succeeding and capturing share in this marketplace is a substantial constraint to the growth of the traditional services providers. Given that digital transformation is the place for growth in the services industry, this is not welcome among the Big 4’s competitors. They pose a significant competitive threat and appear to be growing faster than Accenture and the Indian firms are taking share in many segments. These services are not always in direct competition with the Indian firms’ current book of business but are clearly in spaces were the Indian firms want to grow. The Big 4 are dramatically expanding their Indian delivery capabilities and moving into the managed services and systems integration services that Accenture and the large Indian services firms occupy. KPMG and, to some extent, PwC are also following Deloitte’s path.Ĭollectively, this means the services industry now has four very large, sophisticated organizations that are not only successfully capturing a very significant share of the digital transformation marketplace but also capturing share in the resulting managed services market to which digital transformation gives rise. E&Y is following fast on Deloitte’s footsteps to create a very large, sophisticated digital transformation and service organization. Running right behind Deloitte is E&Y, which also sees the opportunity and the path Deloitte plays. Building digital capability included creating innovative new service offerings, where the firm often sells services on a sole-source basis through Deloitte’s incredible network. In the digital space, Deloitte built out formidable capability, ranging from some of the leading talent in digital transformation to offshore talent factories to support that. Over the past two years, the firm went through a significant exercise in globalizing its practices, creating an “As One” Deloitte marketplace rather than having regional fiefdoms. The leader in the disruption is Deloitte, the most mature and largest of the consulting and services practices. But they have made substantial changes to position themselves as market challengers. After all, they historically held an advisory role with customers. Most observers have been less aware of the rise of the Big 4 as disruptors and their ability to drive change.
SOCIAL MEDIA ACTIVITY AUDIT SERVICE SOFTWARE
The assumption was that the challengers would have technical prowess and expertise in innovation – the insuretechs, fintechs, healthtechs and software firms.
As the disruption grew in the services industry pivot to digital, it was natural that challengers would emerge against incumbent service providers.
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