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Analyzes Unnisys' offerings and capabilities in virtual desktop services.

This NelsonHall Key Vendor Assessment of Infosys of 87 pages.

In 2011 Infosys completed a structural reorganization which gives the company a stronger vertical focus, and will continue the drive to:

• Increase its capabilities in IP-based and outcome-based service offerings such as the growing 'Infosys Edge' family
• Develop its ability to nurture client relationships and convince clients that it can bring innovation and business insights to their business.

The catalyst for this change has been to support its new positioning of a provider of solutions and services to clients based on "Building Tomorrow's Enterprise".

Elements of the reorganization included:

• Aligning by vertical to become closer to the client. Infosys is now organized into four Industry Sector Units which are the primary go-to-market.
• Consolidating the service offerings into three 'Service & Innovation Groups'.

Each Industry Sector Unit has a practice lead and embedded teams for each of the service line groups. The Units have sales and delivery capability and client ownership across Infosys offerings. As such this is a major evolution from a geographic and discrete service line focus.

The company has also changed its name from 'Infosys Technologies' to 'Infosys' to reflect its evolution from its foundations in technology services to being a business-led consulting and solutions provider.

There may be smallish acquisitions to bring in vertical domain capabilities and an established client base in these areas.

Having combined all the service lines into the Industry Sector Groups is enabling Infosys to go to market with more strongly integrated offerings, for example, bundling IT infrastructure management with application management (a bundling seen in the two $500m outsourcing deals signed in fiscal Q3 2012) or testing services with application development services.

This comprehensive NelsonHall Key Vendor Assessment for T-Systems consists of 54 pages.

T-Systems is included in the Deutsche Telekom AG group-wide 'Fix, Transform and Innovate' three-year strategy for 2010 to 2013.

T-Systems' priorities and financial targets in each phase include:

• Fix: sorting out execution problems on some major contracts, increasing profitability and defending the base business. Target: 7% EBIT margin
• Transform: winning additional contracts in cloud computing, mobility, collaboration, security & governance, and sustainability. Target: €2bn in new revenues
• Innovate: develop offerings around Deutsche Telekom's 'Intelligent Network Solutions' or "speed boat" areas in energy, health, 'connected car', and media & distribution. Target: €1bn in additional revenues by 2015

T-Systems' financial performance in 2011 indicates that, two years on, the company has made little progress:

• The company has yet to increase its profitability. Q1-Q3 2011 adjusted EBIT margin, was 1.9%, compared with 3.0% in the prior year period. In early 2010, T-Systems had guided on increasing its adjusted EBIT margin to 6.5% in 2011
• Revenue growth in Q1-Q3 2011 was 3.3%
• Guidance for 2012 includes marginal revenue growth and a stable EBITDA margin.
• The "speed boat" offerings represent <€100m in revenues, or ~1% of total revenue.

The failure of Deutsche Telekom to sell T-Mobile USA to AT&T (the intended sale, announced in January 2011, was expected to bring in $25bn in cash means that acquisitions are now unlikely.

Issues that T-Systems is looking to address by end 2013 include:

• Service quality
• Asset utilization
• Productivity
• Cost structure.