White Paper
Future Work Environment
How companies can facilitate the workplace of tomorrow
May 2011
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
Table of Contents
1.! Management Summary.....................................................................................................3!
2.! Trends and Challenges of “Future Work Environments” .............................................4!
2.1.! Current trends and requirements for future work environments ..................................4!
2.2.! Resulting ICT challenges.............................................................................................5!
3.! Technological Concepts to Address Challenges to the Future Workplace ................7!
3.1.! Unified communications and collaboration ..................................................................7!
3.2.! Device management....................................................................................................9!
3.3.! Desktop virtualization ................................................................................................10!
4.! Demands on IT Services Providers ...............................................................................11!
4.1.! Plan ...........................................................................................................................11!
4.2.! Build...........................................................................................................................12!
4.3.! Run ............................................................................................................................13!
5.! Interview with Siemens IT Solutions and Services......................................................14!
6.! About Siemens IT Solutions and Services ...................................................................17!
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
1. MANAGEMENT SUMMARY
The working environment of knowledge workers is currently undergoing a
substantial transformation. The way employees work and the tools and
technologies they use today have changed drastically in the last ten years
and will change further still in the years to come. Companies that want to
ensure the productivity and satisfaction of their workforce have to address
these changes. They need to provide their employees with a working
environment that is innovative and appealing, but at the same time secure
and efficient to manage.
However, many companies today lack a well-defined long-term strategy for
shaping future-optimized workplaces for their employees. Their approach to
dealing with the ever increasing heterogeneity of devices, applications and
services is ad hoc. While this is understandable in the short-term, it runs the
risk of ending up as an uncontrollable, unsecure and unproductive jungle of
technologies. Companies need to define a long-term ICT strategy and an
understanding of which technologies can support them in this venture.
In addition, most companies today lack the resources and expertise for
planning, implementing, and running the necessary ICT environment
themselves in an efficient and secure way. They need a reliable and
experienced partner to support them in addressing these challenges.
This white paper describes the major trends that will shape the workplace of
tomorrow, identifies the resulting ICT challenges companies need to address
and provides an overview over the most important technological concepts to
deal with these challenges. Finally, the white paper elaborates on the role of
service providers in supporting companies to plan, build, and run innovative
workplaces and the requirements these have to meet.
3
Many companies today
lack a well-defined long-
term strategy for shaping
future-optimized
workplaces for their
employees.
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
2. TRENDS AND CHALLENGES OF “FUTURE
WORK ENVIRONMENTS”
2.1. Current trends and requirements for future work environments
The following trends are influencing how working environments will look and
feel in future:
Mobility and ubiquity: Todayʼs businesses – including SMBs – are often
part of global value networks. They work closely with globally disparate
suppliers, partners and customers and often have decentralized production
sites all over the world. As a result, employees increasingly work from
various locations and need to be productive irrespective of where they are,
what device they are using or what network is available. They want to work
from home, from a customerʼs site, or on the road.
Instant communication: The number of internal and external
communication partners increases significantly in such global value
networks. At the same time, customers expect instant availability and
response, no matter where their contact person is currently working. Service
quality today is a major competitive factor and is strongly dependent on
efficient communication processes and technologies.
Enhanced collaboration: Working in mixed project teams with globally
disparate partners from various locations, departments, organizations, and
cultures also involves more complex coordination and decision making.
Under such circumstances it is key for businesses to provide a working
environment that supports efficient collaboration beyond physical proximity
in order to reduce travel costs and speed up collaborative and planning
processes. Virtual team rooms with the ability to share and work
collaboratively on documents are just one example of supporting work in
mixed teams.
Real-time collaboration and communication: Traditional asynchronous
and one-way communication tools such as e-mail or fax are less and less
suitable for communicating and collaborating in these environments. Real-
time communication and collaboration tools such as instant messaging or
audio-, web- and videoconferencing are becoming increasingly significant.
4
Employees increasingly
work from various
locations and need to be
productive irrespective of
where they are, what
device they are using or
what network is available.
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
Social media: Networking has always been an important part of (business)
life. However, over the past years networking has shifted from the physical
to the virtual world. What are termed the “digital natives” are not the only
ones who use social media today to organize and manage their network of
friends and business partners or to bolster their professional expertise and
reputation. Companies have to understand that the use of social media has
become an important part of private and professional life and they should
support their employees accordingly.
Consumerization: Employees increasingly demand more freedom as to the
devices, applications and tools they want to use in their daily work routines.
As the boundaries between work and private life blur, they want to use the
same devices, applications and services in their professional and private life.
In this environment it is key for IT departments to know the demands of their
employees and to provide them with innovative tools and technologies.
Otherwise, they face the risk that tech-savvy employees will help themselves
and use consumer services that meet their specific needs but that might not
be suitable for business use. However, consumerization does not only relate
to tools and technologies, but also to services and processes: employees as
private consumers are used to instant availability of new technologies and
very short innovation cycles. In this age of mass-customization, they are also
used to a very high degree of individualization and expect a similar
experience in their business life.
2.2. Resulting ICT challenges
The resulting demands on businessesʼ IT departments are extensive and
providing employees with an attractive, innovative working environment is far
from easy. Businesses face a number of quite substantial technological
challenges when designing, implementing and running modern workplaces:
Diversity: The future workplace will be significantly more heterogeneous
than today. For IT departments it is becoming increasingly difficult to control
fully the devices employees use, the applications they download or the
Internet services they use. They face a severe individualization and
consumerization of the workplace and are at the same time forced to support
and efficiently manage the resulting heterogeneous ICT landscape.
Complexity: There are many factors alongside device and application
diversity that also increase heterogeneity. One example is the merging of IT
5
Employees as private
consumers are used to
instant availability of new
technologies and very
short innovation cycles.
They expect a similar
experience in their
business life.
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
and telecommunication networks, tools and applications that significantly
increases complexity for ICT departments. Another example is the
emergence of mixed environments of on-premise, private and public cloud
infrastructures. ICT managers have to walk a fine line between reducing
complexity wherever possible and managing complexity where it is
unavoidable.
Standardization: A key method of reducing complexity is standardization.
Homogenization and standardization of desktop landscapes involving the
respective technologies and processes can result in significant reduction of
complexity and cost through centralized services and synergy effects.
Flexibility: However, standardization often comes at the expense of
reduced flexibility. And flexibility is necessary to be able to respond quickly to
changing business needs and new technological developments. It is also
necessary to address various user profiles and business roles, with different
working behavior and technological demands. Finding the right balance
between standardization and flexibility is a major challenge for ICT
departments today. Modularity of technological solutions and a more
component-based approach is one way to address this challenge.
Reliability: Mobile and fixed networks are the foundation of high-quality
communication and collaboration services. Yet real-time applications such
as video- and audio-conferencing tools make special demands on network
performance and security – particularly in IP-based online environments.
Network failures can therefore be costly and pose a severe threat to
business continuity.
6
Finding the right balance
between standardization
and flexibility is a major
challenge for ICT
departments today.
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
3. TECHNOLOGICAL CONCEPTS TO ADDRESS
CHALLENGES TO THE FUTURE WORKPLACE
Despite the challenges discussed above, many companies today lack a well-
defined long-term strategy for shaping future workplaces. Their approach to
dealing with the ever increasing heterogeneity of devices, applications and
services is ad hoc. While this is understandable in the short-term, it runs the
risk of ending up as an uncontrollable, unsecured and unproductive jungle of
technologies. Companies need to define a long-term ICT strategy and an
understanding of which technologies can support them in this venture.
PAC believes that unified communication and collaboration, device
management as well as desktop virtualization are some of the most
important technological concepts to address the challenges posed by future-
workplaces.
3.1. Unified communications and collaboration
Unified communications and collaboration (UCC) describes the bundling of
various communication services and applications on a common platform and
their integration with IT applications. Accordingly, UCC is not a single
technology, but an approach to and concept for integration.
The main goal of UCC is to enhance the efficiency of communication and
collaboration processes by unifying the growing heterogeneity of
communication and collaboration tools.
As the figure below illustrates, UCC integration incorporates voice and data
networks, fixed and mobile networks, communication tools, and IT
applications in different ways:
• Voice over IP (VoIP): integration of data and voice networks;
• Fixed Mobile Convergence (FMC): integration of fixed and mobile
networks;
• Computer Telephony Integration (CTI); integration of traditional
voice with IT applications; and
• Unified Messaging (UM); integration of various communication
channels such as e-mail, fax, instant messaging and conferencing.
7
UCC enhances the
efficiency of business
processes by unifying the
growing heterogeneity of
communication and
collaboration tools.
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
UCC integration may enhance the efficiency of businesses on various levels
as UCC yields a number of new functionalities that improve the productive
use of communication tools:
• Click-to-service allows users to initiate calls, conferencing or instant
messaging sessions from IT applications;
• Through unified messaging, users can communicate using multiple
channels via one single application;
• One-number and find-me-follow-me automation makes it easier to
track and reach co-workers irrespective wherever they are;
• Presence status can be used to control current availability; and
• CTI enriches communication with personal information and
preferences by automatically pulling data from corporate databases
when a call is initiated or received.
These features will ultimately help to make communication and collaboration
processes more efficient as they provide for higher intuitive usability of
communication tools and eliminate the necessity to constantly switch
between applications. In addition, they reduce employeesʼ response times
when instant reactivity is required, while decreasing the number of unwanted
communication attempts.
8
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
3.2. Device management
Many companies today are not only seeing the number of communication
tools their employees are using sky-rocket, but also the variety of devices
used, such as smartphones or tablets. The result is an ever growing plethora
of mobile devices with various operating systems among the workforce that
the IT department is barely able to control and manage efficiently. The
administration of all these devices can eat up a significant share of IT
resources, particularly in larger companies.
Device management solutions support businesses in efficiently managing a
variety of mobile devices and ensuring compliance with corporate security
policies. A centralized middleware allows IT departments to perform a
number of administrative tasks over the air, that is, without the need to
physically manipulate the devices. A variety of device management solutions
today allow the administration of a broad portfolio of devices with different
operating systems, such as Appleʼs iOS, Googleʼs Android, Microsoftʼs
Phone 7 etc. Multi-tenant solutions allow centralized IT departments to
provide shared services to various subsidiaries or IT service providers to
provide fully-managed device services for their clients.
Tasks that should be supported by the device-management solution include
the inventory of hardware and software resources, configuration of devices,
the rollout of software, and back-up or restore of data and applications. In
addition, device-management solutions support the remote implementation
of security features, such as password lock, remote lock-down and wipe of
the device in case the device is lost or stolen, patch management and the
central definition of security policies, for example USB lock.
9
Device management
solutions support
enterprises in efficiently
managing a variety of
mobile devices and
ensuring compliance with
corporate security policies.
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
3.3. Desktop virtualization
Reducing the complexity of desktop environments is a major concern for IT
decision makers. Desktop virtualization gives them the opportunity to move
from a fat-client model to thin clients, that is, applications, tools and data are
stored and operated on a central server rather than on local devices. The
(operating) system resources of several clients are hosted within what is
termed a “virtual machine” on the central server where they can be efficiently
administered.
Desktop virtualization provides several key benefits:
• Shared resources result in reduced complexity as ICT resources
are homogenized and standardized;
• Desktop virtualization allows for the centralized management of
desktop environments resulting in synergy effects and cost
efficiency for provisioning a large number of clients;
• At the same time, IT service processes such license management
and software rollouts are significantly simplified and less time-
consuming; and
• Beyond that, all data is stored in a central data center, resulting in
higher security as less data resides on mobile devices that may be
lost or stolen. In this way, approaches to safeguarding the security of
the device can be supplemented – and in future may even be
superseded – by virtualization approaches that safeguard the
security of the services used on the device.
Desktop virtualization means that ICT architectures and services today are
more and more centralized as internal and external service providers are
able to provide shared services to various tenants in a very cost-effective
and secure way.
10
Desktop virtualization
safeguards the security of
the services used on the
device – rather than the
device itself.
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
4. DEMANDS ON IT SERVICES PROVIDERS
While these technology solutions can help companies realize future
workplaces, most companies today lack the resources and expertise for
planning, implementing, and running the necessary ICT environment by
themselves in an efficient and secure way. They need a reliable and
experienced partner to support them in addressing the challenges discussed
above (see 2.2).
Ideally, the partner should be able to provide end-to-end services throughout
the whole lifecycle: from consulting, implementation and integration to
operations and optimization.
4.1. Plan
Solid planning is the foundation of every ICT endeavor and significantly
helps leverage the necessary investments in technology. The planning
process includes the identification of business goals and technological
requirements for the underlying ICT landscape as well as the definition of a
long-term strategic roadmap and possible migration paths. ICT service
providers should fulfill the following requirements when supporting their
clients in the planning process:
Holistic approach: As future workplaces rely on rather complex ICT
environments, service providers should apply a holistic approach comprising
all technical portfolio elements such as network infrastructures, devices,
administrative tools, applications and service components.
IT and CT expertise: Until very recently, information and communication
technologies resided in separate worlds with specialized vendors and
services providers in each domain as well as separate market dynamics.
However, todayʼs workplace requires fully integrated IT and communications
tools. Accordingly, companies need a partner with in-depth technological
know-how and experience in both worlds: IT and (tele)communications.
Business needs and processes: Identifying user needs and process pain
points during the planning process helps to realize efficiency gains and
ultimately leverages business results. Service providers therefore need a
profound understanding of their clientsʼ underlying business processes and
11
Todayʼs workplace
requires fully integrated IT
and communication tools.
Companies need a partner
with strong expertise in
both worlds: IT and
communications.
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
strategic challenges. They need to involve business owners early in the
planning process to tailor technologies and processes accordingly.
Financial and legal implications: When designing complex ICT
environments not only business and technological aspects, but also potential
financial, tax or legal implications and compliance issues all have to be
considered. Companies have to ensure that the required security solutions
are in place to comply with legal requirements, such as for user-owned
mobile devices or for using public cloud solutions. Having a partner that can
either provide the necessary expertise itself or via qualified partners is a
major advantage.
4.2. Build
Key requirements for service providers supporting their clients in building,
that is, implementing and integrating all necessary elements of a workplace
environment of the future, are the following:
Integration expertise: For historical reasons, companies often have an
array of third-party solutions that rely on (semi-) proprietary standards.
Depending on the degree of proprietary standards used, interoperability
within heterogeneous third-party solution environments must be established.
System integrators with the respective expertise in integrating IT as well as
CT technologies can assimilate these heterogeneous infrastructures in order
to secure legacy investments. Particularly, larger corporations need partners
that have hands-on experience in managing large and complex projects.
Vendor independence: Companies need solution partners as opposed to
product resellers to realize modern working environments. They require
independent advice on the suitable hardware and software components and
an experienced technologist that can build best-of-breed solutions from
multiple third-party vendors. In particular, if they want to integrate existing,
heterogeneous technologies, their service partner should not be tied to
specific vendors.
Strategic partnerships: Nevertheless, it is helpful if multilateral strategic
relationships with the most important vendors in the IT and TC world exist in
order to guarantee a high degree of expertise in the related vendor
technologies.
12
Companies need solution
partners as opposed to
product resellers to realize
modern working
environments.
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
4.3. Run
Post-implementation management of complex working environments is
another challenging task. Constant monitoring, support, and administration
require specialized and experienced personnel. Companies that do not have
the required resources and expertise in-house may assign this to their
trusted service provider.
Broad service range: However, the operation of working environments can
take many different forms. The required ICT environment can be run on-
premise or hosted by the services provider, it can be managed on-site or
remotely, and it can involve hybrid delivery models. In particular, the
management of desktop architectures often involves many different
managed services concepts. In addition, workplace management may
include lifecycle management services such as end-user support,
monitoring, versioning and updating. A service provider that offers a broad
range of modular services and delivery models can offer the specific set of
services that best suits the clientsʼ needs.
(Global) delivery capabilities: Larger companies in particular need a
service provider with the necessary experience in managing large
infrastructures and application environments. Companies with global
production and service facilities should choose to work with a globally-
positioned provider that can implement and manage integrated solutions at
all international sites.
Innovation partnership: A valued, long-term relationship between customer and IT service provider should entail an “innovation partnership”: the provider should not only maintain the technologies once implemented, but have the incentive to continuously optimize the ICT environment over the entire contract period.
13
The provider should not
only maintain the
technologies after
implementation, but
continuously optimize the
ICT environment.
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
5. INTERVIEW WITH SIEMENS IT SOLUTIONS
AND SERVICES
Pierre Audoin Consultants (PAC) spoke to Korbinian Lehner, Director
Innovation Germany at Siemens IT Solutions and Services, about the
challenges businesses face today when planning and implementing
future working environments, and how Siemens IT Solutions and
Services can help customers realize innovative workplace concepts.
PAC: In your experience, how well are businesses prepared for the
requirements of innovative future workplaces today? How does
Siemens IT Solutions and Services support customers in defining
a long-term strategy in shaping their future working environment?
“Our experience is that business customers today are not yet fully
prepared for workplace concepts of the future. The good news is that
many businesses are aware of the pressing need to develop a future
workplace strategy. Many of our clients are currently building up the
necessary know-how and are embarking on initial projects.
We at Siemens IT Solutions and Services are following a long-term
approach to supporting our customers in their transition towards modern
working environments. The first step involves developing a common
vision for the workplace of the future. In what are called “Customer
Innovation Workshops” we develop such a vision together with our
clients.
In these workshops we first take our clients on a voyage into the future
and pinpoint the most important trends that will impact the workplace of
tomorrow. We focus on the most relevant topics for CIOs, CTOs and HR
managers in the next three to five years. Currently these include, for
example, desktop as a service, virtual desktops or user-owned devices.
In the second step we elaborate on the most appropriate tools and
technologies for realizing the common vision. We conduct feasibility
studies and offer rapid prototyping projects for the related technology
solutions. Our goal is a close partnership with our clients, matching
technology roadmaps with specific business and industry needs.”
14
“Our goal is a close
partnership with our
clients, matching
technology roadmaps with
specific business and
industry needs.”
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
PAC: Employees today demand a rising degree of freedom in
shaping their individual working environments. At the same time,
businesses need to manage their ICT securely and efficiently. How
can you help your customers to overcome this paradox?
“ʻConsumerizationʼ has been a major topic on our agenda since 2007
and we have been working on suitable solutions for our clients ever
since. Siemens IT Solutions and Services addresses the challenges
posed by consumerization in various ways: for example, by
implementing user-owned device and virtualization strategies, which
allow a complete independence of the device and hardware layer from
the service and application layer. We also devise strategies for the social
media activities of our clients. For example, we have developed
enterprise social media portals that offer the same functionalities and the
same look and feel as consumer services, but at the same time fulfill the
security and quality requirements of business customers.”
PAC: How can Siemens IT Solutions and Services help customers
to deal with the rising complexity of heterogeneous ICT
environments?
“We address the challenges related to complexity and heterogeneity
through our specific services architecture. In the past, different services
were usually combined in certain pre-defined services bundles. But
these bundles did not always match the individual requirements of each
customer and each end user within one company.
Today, we follow a much more modular service approach for all
outsourcing and end user services: based on a very granular services
portfolio, our customers can put together highly individual working
environments tailored to each employeeʼs specific profile and needs.
With our comprehensive expertise we support our customers in
achieving a holistic system integration, and we combine this approach
with the experience from our own company-wide application of future
work environment technology. For instance, we have long-time
experience in unified communication and collaboration, unified
messaging, desktop and application virtualization as well as mobile
device integration. It is our responsibility as an IT services provider to
manage the resulting heterogeneity of the IT environment for our
customers.”
15
“Based on a very granular
services portfolio, our
customers can put
together highly individual
working environments
tailored to each
employeeʼs specific profile
and needs.”
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
PAC: What are the most important challenges businesses face
when running complex working environments? How does Siemens
IT Solutions and Services support its customers in dealing with the
rising speed of technological innovations?
“In my view, businesses will have to address two major challenges in the
next three to five years:
First, they have to shift from a role-based IT environment to a user-
based IT environment. Each employee has to be serviced as a
ʻcorporate consumerʼ with very specific needs and requirements.
The second major challenge is flexibility: the IT environment of tomorrow
must be able to support new technologies – even at short notice.
Businesses need ʻbreathingʼ IT systems and services.
Our aim at Siemens IT Solutions and Services is that our clients and
their employees can quickly profit from new technological developments.
We want to be there as a reliable partner for our customers as they
move towards new working environments.”
16
“Each employee has to be
serviced as a ʻcorporate
consumerʼ with very
specific needs and
requirements!”
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
6. ABOUT SIEMENS IT SOLUTIONS AND
SERVICES
Siemens IT Solutions and Services is a European based premium player
providing state-of-the-art IT solutions and delivering outsourcing services
with global reach. Within the IT service chain, the portfolio of Siemens IT
Solutions and Services ranges from consulting, software deployment and
system integration to the comprehensive management of IT infrastructures.
Through profound industry know-how and beneficial innovations, the
business technologists at Siemens IT Solutions and Services enable
customers to transform their business processes on an ongoing basis. With
a workforce of more than 32,000 employees Siemens IT Solutions and
Services achieved revenues of some 4.2 billion euro in fiscal 2010, which
ended on September 30, – over 75 percent of these revenues came from
outside of Siemens. Further information at: www.siemens.com/it-solutions.
17
White Paper Future Work Environment May 2011
© PAC 2011 www.pac-online.com
18 OUR LOCATIONS PARIS Pierre Audoin Consultants (PAC) 92, Avenue de Wagram, 75017 Paris, France Tel: +33(0) 1 56 56 63 33 Fax: +33(0) 1 48 28 41 06 [email protected] MUNICH Pierre Audoin Consultants (PAC) Holzstrasse 26, 80469 Munich, Germany Tel: +49(0) 89 23 23 68 0 Fax: +49(0) 89 719 62 65 [email protected] BERLIN Pierre Audoin Consultants (PAC) Am Kupfergraben 6A, 10117 Berlin, Germany Tel: +49(0) 30 28 52 96 0 Fax: +49(0) 30 28 52 96 29 [email protected] LONDON Pierre Audoin Consultants (PAC) 2nd Floor, 15 Bowling Green Lane, London EC1R 0BD, UK Tel: +44 (0) 207 251 2810 Fax: +44 (0) 207 490 7335 [email protected] BUCHAREST Pierre Audoin Consultants (PAC) Louis Pasteur 40, 050536 Bucharest-5, Romania Tel: +40 (0) 21 410 75 80 Fax: +40 (0) 21 410 75 81 [email protected] NEW YORK Pierre Audoin Consultants (PAC) 192 Lexington Avenue - Suite 1101, New York, NY 10016, USA Tel: +1(646) 277 7255 Fax: +1(646) 607 1716 [email protected] SAO PAULO Pierre Audoin Consultants (PAC) Rua Pedro de Toledo, 130, Office 61, Vila Clementino, Sao Paulo, 04039-030 Brazil Tel.: +55 (11) 5539 0280 Fax: +55 (11) 5539 0280 [email protected]
CONTACT Author: Nicole Dufft Senior Vice President +49 (0) 30-28 52 96-0 [email protected] Published by: Pierre Audoin Consultants (PAC) GmbH Holzstrasse 26 D-80469 Munich Tel: +49 (0) 89 23 23 68-0 Fax: +49 (0) 89 719 62-65 Email: [email protected]
ABOUT PIERRE AUDOIN CONSULTANTS Pierre Audoin Consultants (PAC) is a global market research and strategic consulting firm for the Software and IT Services industry. PAC helps IT vendors, CIOs, consultancies and investment firms by delivering analysis and advice to address a range of growth, technology, financial, and operational issues. Our 30+-year heritage in Europe - combined with our US presence and worldwide resources - forms the foundation of our ability to deliver in-depth knowledge of local IT markets, anywhere. We employ structured methodologies - undertaking thousands of annual face-to-face interviews on both the buy and sell side of the market, as well as a bottom-up, top-down approach - to leverage our research effectively. PAC publishes a wide range of off-the-shelf and customized market reports - including our best-selling SITSI® program - in addition to our suite of strategic consulting and market planning services. With 16 offices across all continents, we deliver the insight that can make a difference to your business. For more information, please visit our website at www.pac-online.com.