Examples of “new” IT companies
In the course of digital transformation, companies that previously ordered IT solutions themselves become centers of competence in the field of information technology. It’s inevitable. And understandable. IT companies should take this into account in the business model
Digital transformation forces large corporate customers in the field of information technology to determine the model of product creation in the field of information technology: outsourcing, insourcing, crowdsourcing. Instead of the expected transition to outsourcing (each focuses on core competencies), leading corporations from a variety of industries began to build the capacity of subsidiaries of IT-service structures.
Although the “Sberbank-Technologies”, “LUKOIL-inform” and itsk appeared relatively long time, but their weight on the IT market continues to grow. For example, Sberbank technologies increased its revenue in 2017 by 49% with an average growth of 100 largest IT companies by 12%, that is, the company continues to grow actively, “selecting” potential orders from outsourcers. Therefore, in order to survive, “clean” IT companies have to take into account what niches large corporations are trying to take away from them.
The world is switching to IT
In the context of digitalization, which covers almost all industries, information technology is becoming a key “engine” of business. For the modern consumer, a taxi call, a doctor’s appointment, interaction with the state and many other actions, not so long ago based on the use of extremely inefficient “analog” interfaces (an attempt to stop the car with a raised hand or call the dispatching taxi company, the queue at the reception, running around with a pile of documents on the authorities, etc.). e) have become digital services that can be accessed at any time, at any geographic location and from virtually any device.
The layer of new wave companies based on information technologies is rapidly growing. And that is what allows us to offer the client in the most convenient form the desired result: moving from point A to point B, high-quality medical advice, the availability of products in the refrigerator, comfortable apartments for a tourist trip… And for this, as it turned out, does not need their own cars, doctors “on a salary”, giant warehouses of products or bought apartments around the world.
Similar processes are taking place right before our eyes in a number of other markets, which until recently were considered extremely conservative, including the banking and financial sector. Moreover, leading corporations in a hurry to form a strategy for digital transformation that allows you to see what should be improved and updated “digital copy” in the coming years. And how they are going to fight for attention, trust, and most importantly, for the money of “digital counterparts” of their consumers.
It is here that there is a turning point, radically changing the approaches of the corporate customer to information technology. IT is no longer an auxiliary (supporting, significant, but still secondary) resource in relation to such basic attributes as the presence of a banking license, access to hydrocarbon deposits, deployed production facilities or, say, a network of retail outlets. Information technology itself is becoming an essential element of core business companies. As a result, approaches to the management of any processes taking place in this very sensitive area are changing. In the end, the whole apologetics of IT outsourcing was based on the fact that information technology is a non-core activity for most enterprises, which means that the maintenance of such business processes can be entrusted to external professional contractors. However, few would agree to allow anyone to go where a unique market offer is being created. Where the basis of competitiveness is now forged.
It is hard to imagine that Google or Yandex, suddenly decided to “optimized cost of IT”, the results of the competitions will give the further development of its search technology and contextual advertising is a kind of third-party contractors under outsourcing conditions. But in the same way, for example, any modern Bank seeks to create a unique set of digital technologies that allow for remote identification of customers, analysis of their behavior and the process of providing new services in electronic form.
Examples of “new” IT companies
Information technology is rapidly “sprouting” inside corporations, updating their root system. This, in turn, significantly changes the relationship between customers and it suppliers that has developed over the previous decades. Moreover, the term “corporate it customer” in relation to transforming businesses needs some rethinking. After all, many large companies that used to be classic consumers of information technology (including the use of outsourcing elements), seriously began to create and scale IT-platforms on their own.
The “Business lines”, which relied on the uberization of freight forwarding services, today have several hundred developers. The company, which helps customers to outsource non-key activities for them, is not in a hurry to outsource the development itself — it is very significant.
The retail network “Magnet”has a powerful potential in the field of it. Well, for Sberbank or Tinkoff Bank, information technology seems to have become much more important than the possession of Bank licenses. And such examples of transformation of participants of the traditional markets into service digital companies with constantly growing internal technological core become more and more.
Along the way, many information technologies, which were previously considered the lot of a few professionals, are rapidly migrating towards LCDP (Low-code development platforms) and are being customized. This allows you to modify and develop the system directly in the process of its operation with a minimum of coding and maximum visual development. If desired, the development is easily moved “to the field”, without requiring the involvement of exclusive services of external contractors. And this, in turn, contributes to the “retraction” of a number of IT-competencies inside the transforming corporations: the solution of tasks that previously required the involvement of third-party contractors or the use of outsourcing, today it is easier, and more logical to carry out on their own. Including by captive firms.
Today, the largest players in the Russian information technology industry can rightfully include such “built-in” companies as “Sberbank-Technologies”, “LUKOIL-inform”, itsk… There are already dozens of such teams with hundreds of developers and thousands of service specialists on the market.
So, have customers become… competitors for us, independent it service providers? Yes and no. However, about it in the following material.