Introducing the capioIT taxonomy and forecast innovations



One of the key differentiators that I made a lot of noise about with the launch of capioIT is that capioIT is an analyst firm established and built now in the current environment, not last century in New England. I have been fortunate to learn from legacy providers of IT research, but have established capioIT now without need to linger with old and outdated approaches to taxonomies, forecasts and market analysis.

The first part of this has been the unique approach to competitive analysis that I prepared. The first report  focused on SAP services in Asia Pacific, has been positively received but there is more to come from that part of our research schedule.

The other critical outcome for me early in 2011 was to get a taxonomy developed, tested and distributed.  To me, the importance of this is simple and clear. It is a foundation of how capioIT will report on the IT market in emerging markets.

Clearly I have written several taxonomies and forecast more markets than most in the last 11 years as an analyst. However, I am aware that the market has made a quantum shift. The larger analyst firms cannot change rapidly the way in which they define and forecast markets. They have to be stuck in a generational shift to ensure continuity. Fortunately capioIT is not constrained. I have been able to start from scratch which has been both successful and liberating.

The capioIT taxonomy has another key factor missing from analyst firms that are overwhelmingly focused on vendors. Unlike many others, the taxonomy is designed to reflect what enterprises seek to buy from vendors and how they buy it rather than what a view that does not take the buy side of the industry to account. As a result it is complex. This is a challenge in many ways. The taxonomy that I have established has up to 64 distinct market opportunities. This simply reflects its nature as a matrix. There are two components to the matrix reflecting the demands of the buy and sell side of the market. These are Objective and Method.

The objective reflects what an enterprise or agency is looking to acquire from IT partners. The categories below reflect how this is delivered.

The Objective Categories are as follows.

  • Device Services
  • Infrastructure Services
  • Software Services
  • Network Services
  • Enterprise Wide IT Management
  • Enterprise Applications
  • Infrastructure Applications
  • IT Strategy

The Method Categories describe how end user requirements are delivered by services providers. They are as follows.

  • IT Consulting
  • Support
  • Custom Application Development
  • Integration
  • Managed Services
  • Outsourced
  • Private Cloud
  • Public Cloud

In effect what it means is that an enterprise will look to a vendor for support with an IT objective, e.g. Enterprise Applications, then there is a range of ways in which the vendor can fulfil this. They can range from Support to Public Cloud enablement. Reinforcing the depth of information, each country has the potential for 64 sub markets. Some are clearly very small even in large mature markets such as Australia, but the methodology is designed to enhance go-to-market measurement for vendors.

Forecasts have now been completed for Australia and New Zealand IT services market. As mentioned the approach is granular and time-consuming but will provide a level of market insight that is unique and innovative and definitely not held back by the limitations of the past. I look forward to any questions you may have.

About capioIT - Phil Hassey

If you require further information, please contact Phil Hassey, CEO of capioIT. capioIT is an advisory firm focused on helping organisations to understand emerging technology as the world becomes Digital. Phil may be contacted easily in the digital and real world. phil@capioit.com +61422231793
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