Scopism Kinetic ITGlobal SIAMSurvey 2022

GLOBAL SIAM SURVEY 2022
WHITEPAPER
SPONSORED BY
Contents
1. Introduction 4
1.1 Additional commentary and reviews 5
1.2 About Scopism 6
1.3 About Kinetic IT 6
2 Demographics 7
2.1 Countries 9
2.2 Gender breakdown 10
2.3 Age 11
2.4 Salaries and compensation 12
2.5 Industry analysis 13
2.6 Organization size 14
2.7 Job titles 15
2.8 Types of responding organizations 16
3 Organizations planning to adopt SIAM 17

3.1 What are the strategic drivers for your organization considering SIAM? 18
3.2 How long do you expect your SIAM transition to take? 20
3.3 What type of services are in scope for your SIAM model? 22
3.4 Do you plan to expand your SIAM model to include other business services in the future? 23
3.5 Will all of your vendors/service providers be included in the SIAM model? 24
3.6 How do you plan to implement SIAM? 25
3.7 What type of service integrator structure do you plan to adopt? 27
3.8 What benefits do you hope to achieve? 29
3.9 What challenges do you expect to face? 30
3.10 What skills and capabilities do you believe will be particularly important in a SIAM transformation? 32
3.11 Is your existing IT service management tool fit for purpose in a SIAM model? 34
3.12 What management methodologies do you plan to use in your SIAM model? 35
3.13 Have your staff undertaken SIAM training? 36
3.14 Any other comments? 37
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Contents
4 Organizations that have adopted SIAM 38

4.1 What were the strategic drivers for your SIAM transition? 39
4.2 How long did your SIAM transition take? 41
4.3 What types of services are in scope for your SIAM model? 42
4.4 Are all of your vendors/service providers included in the SIAM model? 43
4.5 Do you plan to expand your SIAM model to include other business services in the future? 44
4.6 What type of service integrator structure did you adopt? 45
4.7 What benefits did you achieve? 46
4.8 What challenges did you face? 47
4.9 What skills and capabilities are particularly important for a successful SIAM transition? 48
4.10 Is your existing IT service management tool fit for purpose in a SIAM model? 49
4.11 What management methodologies/frameworks are in use in your SIAM model? 50
5 Organizations who sell SIAM consultancy or solutions 53

5.1 What type of organization are you? 54
5.2 What are the strategic drivers for your customers when choosing SIAM? 55
5.3 How long do your customers’ SIAM transitions typically take? 56
5.4 What services are typically in scope for a SIAM model? 56
5.5 Do your customers plan to expand their SIAM model to include other business services in the future? 57
5.6 What type of service integrator structure do the majority of your customers adopt? 58
5.7 What benefits do the majority of your customers hope to achieve? 59
5.8 What challenges do your customers typically face? 60
5.9 What skills and capabilities are particularly important for a SIAM transition? 61
5.10 What management methodologies/frameworks are in use in your customers’ SIAM models? 62
6 Closing Comments 66

1. Introduction
This whitepaper presents the results from the fifth annual SIAM survey, carried out in
2022. The survey results are based on the responses from 200+ people from 31 countries,
reflecting the global nature of the SIAM community. We would like to thank everyone
who responded to the survey for their input, and for helping us to build a picture of SIAM
maturity and adoption.
Scopism is grateful to Kinetic IT for generously sponsoring the survey and whitepaper and
providing this valuable information to SIAM practitioners.
The SIAM survey takes place annually, helping to build a picture of the growth of SIAM and
how it is evolving. This whitepaper presents the survey results and additional analysis and
commentary. It is broken down into four sections:
Demographics – includes a breakdown of who the survey respondents are,

where they are located, and related information including salary, title, and size
of organization
Responses from organizations who are not using SIAM, but plan to use it –
including the benefits they expect to achieve, how long they expect the SIAM
transition to take, and the challenges they believe they will face
Responses from organizations who are using SIAM – including how long
it took them to adopt SIAM, the type of service integrator structure they
adopted, and the benefits they have realized
Responses from organizations who sell SIAM consultancy or solutions –

including what their clients expect from a SIAM adoption, the challenges they
typically face and the skills they need
Some survey respondents had not implemented and had no plans to implement
SIAM. Their responses are not analyzed in detail in the whitepaper.

1.1 Additional commentary and reviews
Throughout the survey we have included some commentary from SIAM industry
practitioners and experts. We are very grateful for their input.
Helen Nunn
Service Management
Consultant and Advisor
Michelle Major-Goldsmith Adam Martin

Manager, Service Integration, Director, Regional Engagement
Kinetic IT Pty (NSW), Kinetic IT Pty
Mandy Stupak
Product Owner – Service
Integration and Management,
Qantas Group
Simon Dorst
Chetan Vikas
Manager, Service Integration,
Principal Consultant, SIAM &
Kinetic IT Pty
Process Consulting, Infosys Ltd
Scopism is grateful to Kinetic IT for generously sponsoring this whitepaper. The SIAM survey is
repeated each year to build a complete picture of global SIAM adoption and trends.

1.2 About Scopism
Scopism was founded in 2016 to help IT management professionals keep on top of new trends and
maintain their capabilities. IT management practices are evolving fast, so IT management and service
management professionals need to move fast too. Scopism provides:
Content – articles, case studies and information to keep you informed, including the SIAM
Foundation and Professional Body of Knowledge, available as free downloads on our website
Virtual consultancy – our team of experts are there to support you in your IT management, digital
transformation and SIAM initiatives
Events – online and physical events let you network with other professionals and share your
experiences
Training programs – working with our exam partners we create training at the leading edge of IT
management practices
1.3 About Kinetic IT
Kinetic IT is a leading Australian technology services business, specializing in managed ICT

services, digital transformation, cyber security and service integration and management (SIAM).
We partner with our customers, playing a vital role in solving complex everyday problems and, in
the SIAM space, we support customers to demystify their IT environments across multiple service
providers. Our SIAM specialists are committed to delivering genuine success, integrating systems,
processes and people within each customers’ unique ecosystem. Delivering fit-for-purpose solutions,
award-winning services and consistently high end-user satisfaction, Kinetic IT is well-regarded as a
trusted provider across Australia. We’re proud to sponsor the 2022 Global SIAM survey, partnering with
Scopism to deliver this year’s whitepaper.

2. Demographics
In this section of the survey we analyze information about the people and
organizations who responded. This section provides information about SIAM
as a career and a methodology, and how it is maturing around the world.
Our questions examine areas including location, salary, type and size of
organization and job titles.

2. Demographics
The survey had 201 respondents from 31 countries.
In this section, we show the data for:
SALARY
GENDER COUNTRY
DIRECTOR
MANAGER
CONSULTANT
INDUSTRY JOB TITLE
SIZE OF
ORGANIZATION

2.1 Countries
31 countries responded to the survey. The top 10 responding countries are shown below.
The UK, Australia and India dominate the results as they did in 2021, perhaps reflecting global centers for
SIAM consumption and provision.
TOP 10 COUNTRIES:
3% DENMARK
4%
FINLAND
7%
NETHERLANDS
2%JAPAN
24% INDIA
16%
UNITED
KINGDOM
3% 6%
GERMANY
2%
AUSTRIA
USA
“These results are as I would expect given the early adoption

of service integration principles originating from the UK and
19%
AUSTRALIA
with the proliferation of outsourcing to India. This year’s survey
received a significant response from Australia. This could perhaps
be attributed to Kinetic IT sponsoring the survey, but also to the
work they have done in Australia in developing SIAM knowledge
and operating models, promoting SIAM awareness and
education, as well as the growing market maturity in the country
around managing complex multi-supplier environments.”
Michelle Major-Goldsmith

2.2 Gender breakdown
The gender breakdown responses (as in previous years) show a much higher percentage of male
practitioners in the SIAM field. Other survey questions showed that SIAM is still being applied mainly
to IT services; the SIAM gender gap could well reflect a gender gap in the broader IT industry.
3%
25%
MALE
FEMALE
PREFER NOT TO SAY
PREFER TO SELF-DESCRIBE
70%
“There is a slight increase of 7% in female

respondents which is encouraging and
builds on increases seen in 2021.”
Helen Nunn

2.3 Age
For the fourth consecutive year, the 31-45 and 45-60 age groups dominate the responses. The age of
SIAM practitioners may be linked to the relative seniority of these roles based on the job titles listed in
section 2.7. In 2022, the 46-60 age group has the highest number of respondents. In 2021, the 31-45 age
group was higher.
5%
UNDER 30
39%31-45
43%45-60
9% 61+
4% PREFER
NOT TO SAY
“Looking at previous years’ data there is even more focus on

tenured personnel operating in the SIAM space. In parallel though
it is good to see even more individuals from the under 30 age
group (from 3% to 5%) entering the profession. It is always good
to have a diverse workforce and the data supports this shift. “
Simon Dorst
“This is good reflection for SIAM professionals. Basically, a SIAM

professional should be senior/mid-level experienced. Consulting
companies can take reference from this and align resources
accordingly for success of their SIAM program. ”
Chetan Vikas

2.4 Salaries and compensation
Based on the responses and previous surveys, SIAM continues to be a potentially well-compensated
career. For the second year in a row, 36% of the respondents earn a salary of more than $80,000 USD. The
compensation levels suggest that SIAM roles are relatively senior roles in organizations using SIAM or
selling SIAM solutions and consultancy; this is also reflected in the job titles supplied by respondents in
section 2.7.
In 2021, 10% of SIAM practitioners earned under $20,000. The figure this year is less, perhaps indicating a
lack of junior roles for people looking to begin a career in this field.
35%
22%
14%
5% 4% 6% 6% 8%
Under $20,001 - $30,001 - $40,001 - $60,001 - $80,001 - Over Prefer not
$20,000 $30,000 $40,000 $60,000 $80,000 $100,000 $100,000 to say
“This response on the survey showcases clearly that SIAM

is still a niche and hot selling skill in the IT industry.”
Chetan Vikas

2.5 Industry analysis
20 industry types responded to the survey. 49% described their industry as IT, a slight drop
49+51K 15+85K 6+94K

compared to 2021.
IT CONSULTING
MANAGED
SERVICES
49% 15% 6%
5+95K 4+96K
3% EDUCATION/OTHER
MANUFACTURING/
RETAIL / BANKING/
GOVERNMENT FINANCE/ACCOUNTING
HEALTHCARE /
2%
5% 4% TRANSPORTATION
1% EACH OF THESE INDUSTRIES

MADE UP 1% OF
RESPONDENTS:
Food & Drink / Public
Services / Insurance /
Communications / Utilities /
Law / Sports / Oil / Energy /
Solar /Greentech
/ Automotive
49%
of respondents described
their industry as ‘IT’.

2.6 Organization size
Organization size was analyzed by looking at the number of employees. 73% of the responding
organizations have more than 1001 employees (very similar to the 71% reported in 2021).
SIAM is a management methodology that is well-suited to larger organizations. There are also many large
organizations which sell SIAM consultancy and provide service integration and staff augmentation services.
1-50 51-200 201-500

13% 3% 4%
501-1000 1001+
7% 73%

2.7 Job titles
The most common job titles for respondents are shown in the following infographics. There is a large
variety in the job title responses, suggesting there is no common career path or set of job titles for SIAM
practitioners. This has not changed in the five years that we have been carrying out the SIAM survey.
‘Consultant’ and ‘Manager’ remain the most common responses.
The 25% who responded ‘Other’ (up from 13% in 2021) had job titles including service management
specialist, senior advisor, change manager, C-level, Head of SIAM, Process Manager, Senior Manager, SIAM
Lead, SIAM Presales, Service Integration Manager and Marketing Executive.
25% 22% 13% 10% 8%

SERVICE SERVICE
OTHER CONSULTANT DELIVERY IT MANAGER
ARCHITECT
MANAGER
6% 6% 4% 4% 2%
PROGRAM/ BUSINESS
BUSINESS C LEVEL HEAD OF IT
PROJECT DEVELOPMENT
CONSULTANT MANAGER
MANAGER

2.8 Types of responding organizations
45+25+15
The types of organizations responding are broken down as shown in the following graphic. Respondents
whose organizations don’t use SIAM and don’t plan to use SIAM are not included in this whitepaper.
15%
No, we don’t
45%
15% Yes, my organization
sells SIAM consultancy,
No, but we plan technology or
to adopt it implementation
solutions
25%
Yes, my organization
has implemented
SIAM
The organizations who completed the survey but do not use/plan to use SIAM were asked for any
specific reasons. These included a lack of understanding of or belief in the value that SIAM would
deliver, and a general lack of understanding of what SIAM is. Other organizations reported not
being ready to adopt SIAM, as well as budgetary constraints.

3. Organizations planning to adopt SIAM
The responses in this section are from organizations that are planning to adopt
SIAM. Their expectations and plans can be compared to the organizations that
have adopted SIAM (section 4) and the responses from organizations that sell
SIAM solutions and consultancy (section 5).
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Global SIAM Survey 2022 17
3.1 What are the strategic drivers for your organization considering SIAM?
Respondents were able to choose multiple options.
Want to have better performance

82% from existing vendors
Better ability to measure and

79% attribute service quality
Want to have more control of

75% existing vendors
57% attribute service costs
Moving internally hosted services

39% to a range of external vendors
36% Reduce costs
Moving from a single vendor to

29% multiple vendors
7% Other
‘Better ability to measure and attribute service quality’ is the one of the most popular
responses for the second year. ‘Better performance’ has overtaken ‘more control’ since 2021.

“It is really fascinating to see that “drivers for considering
SIAM” fall into the areas we would expect. Yet and
comparatively the benefits realized line up with this to
a large degree. The upside is being realized more and
more, and we see the intangible employee experience,
retained teams increased innovation and reduced
operational transaction work increasing.”
Adam Martin
“There are some interesting shifts in the focus of the organizational

drivers for SIAM this year. There is a significant increase in a focus
on the performance and service quality measurements above the
control and cost focus that has been evident in previous years. This
reads like a maturity in understanding of the business benefits
that can be achieved. Rather than management by contract and
pecuniary focus this data presents as a shift to an appreciation
of the service quality and performance improvement benefits
possible from an effective SIAM model.”

3.2 How long do you expect your SIAM transition to take?
Respondents appear to have realistic expectations about how long a SIAM transition will
take with only 3% expecting to complete their SIAM transition within a year.
7+93K 36+64K 54+46K

LESS THAN
A YEAR
7%
1-2
YEARS
36%
2-3
YEARS
54%
In 2021, 59% of respondents selected 1-2 years. This year the responses show that
the organizations planning to adopt SIAM envisage a longer program of work.
OTHER
4%
“Based on last year’s survey this is a straight swap between the

1-2 years and 2-3 years category in terms of the expectations for
transition to a SIAM model. This indicates a more cautious and
pragmatic consideration of the journey. This is good news. At
Kinetic IT, we always caution our customers regarding the scale
and complexity of the task.”

“Interestingly, I feel this represents a traditional customer
transformation trend. Where customers can be grouped into
leading edge, first followers and also-ran or “we do that as well”
organizations. I see more and more advice and questions being
given and asked about SIAM journeys. Collected evidence from
the leading edge and first followers, sees an under-investment in
organizational change and the right people in digital leadership
roles. Consequence has organizations attempting SIAM, stalling
or giving up. The more considered customers are now recognizing
that SIAM is not a process but a collection of high performing
“impact players” and teams made up of strong and resilient
leaders, who are connected to the business outcomes, the
strategy and what is important now.”
Adam Martin
“A SIAM transition of 2-3 years is not real or ideal way of

describing SIAM transition. A SIAM transition can be completed in
4-6 months and post implementation ongoing SIAM and value of
SIAM could take some time to realize…
Another reason, when any potential client or IT leader wants to

take their journey to SIAM, 2-3 years of transition time could act
as a NO-GO for SIAM adoption. ”
Chetan Vikas

3.3 What type of services are in scope for your SIAM model?
The number of SIAM models being planned with IT services only has fallen slightly from 73%
in 2021. Non-IT services have dropped from 5% in 2021 to 0% now, and the mixture of IT and
non-IT services has increased from 22% to 29%
71%
71
IT SERVICES ONLY
29%
A MIXTURE OF IT
& NON-IT SERVICES
0%
NON-IT SERVICES
0 29 +
ONLY

3.4 Do you plan to expand your SIAM model to include
other business services in the future?
NO YES
57% 32%
HUMAN RESOURCES
18%
This question was introduced in 2021 to FINANCE
track the adoption of enterprise SIAM.
‘Other’ responses included:
Digital services
End-customer services
14%
Facilities
LOGISTICS
11%
MARKETING &
MANUFACTURING
“It is interesting to note a decline in respondents planning to

expand the scope of their SIAM models. But, there is an increase
in the inclusion of the Finance and Human Resources divisions
of organizations. In our experience there is a correlation with the
proliferation of business process automation in those areas in
many businesses. This will allow for SIAM concepts to be included to
provide defined business services across multiple service providers.”
Simon Dorst

3.5 Will all of your vendors/service providers be included in the SIAM model?
43+36+21B
This question was first asked in the 2020 survey. The number of organizations planning to include all
vendors/service providers in their SIAM model has increased from 37% in 2021 to 43% in 2022.
NO
A MAJORITY ARE
UP
NOT INCLUDED 21% 6%
43% YES
NO 36%
A MINORITY ARE
NOT INCLUDED
“For cohesion, collaboration and teamwork it is vital to have most

of your providers incorporated into the SIAM model. I am surprised
to see that one-in-five organizations suggest they can implement a
SIAM model without including most of the service providers. Without
effective management this is likely to dilute the expected SIAM
benefits. It is not always possible to have providers fall neatly into
the model. However, effort in designing creative solutions to establish
necessary interfaces and touchpoints is worthwhile. This is where
maturity in understanding the variations in approaches to SIAM
becomes useful and supports a more pragmatic application.”

3.6 How do you plan to implement SIAM?
USING INTERNAL
RESOURCES ONLY
11%
USING A NICHE USING INTERNAL

OR SIAM FOCUSED RESOURCES WITH
CONSULTANCY SOME EXTERNAL
OR VENDOR TO SUPPORT
SUPPORT US
22% 55%
USING A LARGE
CONSULTANCY
OR VENDOR TO
SUPPORT US
12%
“I thought this planning to implement data was interesting and

wonder about the reasons for this trend. Perhaps because the
people completing the survey are SIAM specialists. My experience
is that many prefer to obtain specialist help to support changing
culture and ways of working to support the environment needed
for successful SIAM.”
Mandy Stupak

“There is no doubt that being able to leverage the support
of a specialist SIAM provider can pay dividends in terms of
speed, access to knowledge and experience gathered from
practical implementation. Any SIAM transition though,
whilst benefiting from external experience, also needs a
fully engaged and knowledgeable customer to ensure
investment in all aspects of the SIAM roadmap. The customer
organization is critical in influencing cultural change and
supporting the organizational change management efforts.”
See Kinetic IT’s whitepaper here
“My immediate reaction to these numbers, lines up to the

consideration to previous moves in transformation timelines.
Organizations seem to be focused on critical service outcomes,
recognizing that some service providers do not drive competitive
advantage to the business, some may be commodity and
transactional in nature. The service influence of SIAM is a return
on energy, focusing on the most critical service outcome and
influencing and celebrating improvement on this will in essence
generate its own momentum, compounding the energy return.”
Adam Martin

3.7 What type of service integrator structure do you plan to adopt?
39+11+437m
Internal/hybrid structures are the most popular in 2022, as was also the case in 2021 and 2020. The external
service integrator structure has overtaken the lead supplier structure this year.
LEAD SUPPLIER
7%
39% INTERNAL SERVICE

INTEGRATOR
HYBRID 43%
11%
EXTERNAL SERVICE
INTEGRATOR
“Understandably many organizations say they want

to retain some control or responsibility of the service
integrator activities (82% combined). In our experience
this needs to be coupled with the requisite capabilities to
achieve this. ”
Simon Dorst
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27
Global SIAM Survey 2022 27
“Hybrid structure continues to be the choice of most
respondents, combining the skills and culture of the
retained organization together with the capability
and knowledge of vendors. It allows the flexibility for
the organization to take on more of the SIAM model
as their experience grows.”
Helen Nunn
“Interestingly, numbers begin to suggest that large consultancy

organizations may not reflect value, or the specific skills required
to land and cement a SIAM outcome. We have seen a deficiency in
digital leadership, resilience, curiosity and capability that underpins
and grows high performing teams. These scaffolding skills, that build
and connect people to handle big hairy audacious outcomes and
changing priorities, with resilience and positivity reflect recognition
that customers need very specific coaching, training and role
modelling capabilities. SIAM supports service providers; this is on top
of the models and assets customers will need to accelerate them from
ground zero to adding value, quickly.”
Adam Martin
“This is a surprise to me. I have done more than 14

SIAM engagements and only one was an internal
service integrator and the remaining were a mix of
external or hybrid. However, this could be because
mostly I worked with consulting companies.”
Chetan Vikas

3.8 What benefits do you hope to achieve?
BENEFITS
(HIGHEST TO LOWEST)
79% Better supplier performance
71% Better collaboration between suppliers
71% Better reporting and management information
61% Better return on investment from suppliers
50% Easier to attribute service cost and quality to different service providers
43% Spend less time on general supplier management
29% Easier to add and remove suppliers
0% Other
The top three responses are the same as the benefits hoped for in 2021, however collaboration
between suppliers has overtaken reporting and management information.
“The top three benefits have stayed the same over the
past few years. It is interesting that on the one hand
cost/quality benefits are cited which seems somewhat
contradictory to the change in the relative importance
of the strategic drivers.”

3.9 What challenges do you expect to face?
CHALLENGES
(HIGHEST TO LOWEST)
93% Organizational change management and embedding new behaviors
71% Establishing the service integrator
68% Creating a governance structure
61% Process coordination
50% Negotiating/renegotiating contracts
46% Tooling and automation
0% Other
In 2021, establishing the service integrator was only seen as a challenge by 48%
of organizations. This year, there has been a large increase in the percentage of
respondents who anticipate this being a challenge.
“This certainly aligns with my experience of the main

challenges with SIAM implementation. It’s good that the
importance of organizational change and embedding new
behaviors is acknowledged up front and hopefully then given
the focus and effort it deserves.”
Mandy Stupak

“There is nothing more critical than the application of OCM to
the successful adoption of SIAM. However, there continues to
be a lack of experience in this area and reinforcement of OCM
once SIAM is established continues to be overlooked.”
Helen Nunn
“Our experience reflects the importance of prioritising

organizational change management effort. So often this
incredibly important success factor is underestimated in
the design and transition of a SIAM model. Establishing the
service integrator is recognised as one of the main challenges
here. Experience suggests that investment in a programme
of organizational change activities throughout the SIAM
roadmap will yield benefits that will exceed the costs.”

3.10 What skills and capabilities do you believe will be
particularly important in a SIAM transition?
Respondents were able to choose multiple options. IT service management and organizational change
management dominate the answers to this question, as they have in previous years.
SKILLS AND CAPABILITIES

(HIGHEST TO LOWEST)
96% IT service management
89% Organizational change management
82% Supplier management
71% Business relationship management
57% Influencing and negotiation
54% Procurement/contract negotiation
54% Communication management
43% Automation
36% Financial management
36% Project management
25% Agile
25% Lean
11% DevOps
4% Other
‘Other’ responses included relationship building, curiosity,

being vulnerable, and being a steward for service outcomes.

“Often the skills and capabilities required in a SIAM model
are underestimated. It is good to see an acknowledgment
of the importance of business relationship management
and organizational change management. Within Kinetic
IT and many of our customers, we have frequently reflected
on how essential it is to create integration not just of the
service providers, but of the SIAM model with the rest of
the business. This integration needs to be managed from
the customer’s retained organization so relationships and
managing the people side of change are critical. The skills
reflected as important by survey respondents align to that.”
Simon Dorst
“Seeing the alignment between IT service management

skills makes sense as most of the implementations are
established from technology domains. It is positive to see the
ongoing increase in recognition that organizational change
management is receiving as a pivotal capability. Of note, there
is an increase in relationship building across numerous data
points. This is positive to see and reinforces a SIAM community
recognizing that being able to influence outcomes is a key
driver of healthy SIAM. Thus a reciprocating reduction in
other “practices and methodologies, DevOps, Agile etc.” is
seen as being fundamental to SIAM success, as we work and
collaborate with more people who have these skills in other
areas of the business.”
Adam Martin

B 3 18 +
3.11 Is your existing it service management tool fit for purpose in a SIAM model?
61
NO
NO, BUT WE ARE
TAKING NO ACTION
NO
NO, AND WE ARE
18%
LOOKING AT
TECHNOLOGY 61% YES
INTEGRATION
SOLUTIONS
NO 18%
NO, AND WE PLAN
TO REPLACE IT
UP
The number of respondents reporting their current tool is fit for purpose 12%
rose from 49% in 2021.
“Over the last few years, we have seen a progression of

customers moving towards modern service management
platforms, as well as uplifting data analytics capability. This
number represents this migration as well as the ongoing
tail of customers looking to modernize the tooling suite
associated with running a technology capability, as tool
support or contracts natural end.”
Adam Martin

3.12 What management methodologies do you plan to use in your SIAM model?
75%
61%
57%
50%
32% 29%
18%
14%
7% 4%
3 LE T I S ps M ER
TI
L 4
IL
v I EN YS vO BR iSM H DM
I IT AG EM
L
Ve
r
OT DS
G A NA
/ De
A NA SS 00
0
M INE 20
CT US C
E /B /IE
OJ O
PR AN IS
LE
T/
O BI
C
“It is pleasing to see the difference highlighted in
these data points. Playing out that SIAM skills and
ITIL 4 overtook ITIL v3 in this capability, in influencing, relationship building
year’s survey. ‘Other’ responses
included: and collaborating with the inter-practice and
Business Technology Standard other methodologies. I find numerous capabilities
or BT model or methodologies generally operating within the
All frameworks are used across technology ecosystem. This coupled with recognition
different projects, depending
on the client request
that the SIAM transformation is not needing to be
Nadler Tushman Congruence experts in all other methodologies.”
Model Adam Martin

3.13 Have your staff undertaken SIAM training?
43% 14%
SIAM SIAM
FOUNDATION PROFESSIONAL
46% NONE
14% OTHER
The number of respondents reporting some SIAM training has increased, with ‘none’
falling from 60% in 2021. ‘Other’ responses included ITIL and PRINCE2 training.
“I was really surprised but pleased to see this high training

figure. In the current climate with budgets so restricted it
is good to see that investment in people to adapt to SIAM
environments is still a focus.”
Mandy Stupak

3.14 Any other comments?
Respondents were given the opportunity to share any other comments they had in a free
text field. Their responses included:
The biggest mistake that organizations make is thinking they can “just adopt” SIAM
without fully understanding that paying lip service will pretty much ensure failure and
no benefits.
Our travel into the SIAM space is to close a major skill gap in a whole national network
redesign. The intent is to bring it all back in house after the 3 year project is completed.
It’s going to a hard slog moving from transactional to collaborative relationships.
SIAM will help organizations and businesses align business and IT better in service
domains. It may make digital transformation much easier and get more fruitful results
from the expectation and investment.
“Within these free format comments, I am encouraged

to see a recognition of the capabilities and skills needed
to successfully transition to a SIAM model, rather than
finding out the hard way!”

4. Organizations that have adopted SIAM
The responses in this section are from organizations who have adopted SIAM.
These are typically the ‘customer organizations’ who appoint the service
integrator and hold the contractual relationship with service providers.
www.scopism.com www.scopism.com Global SIAM Survey 2022 38

4.1 What were the strategic drivers for your SIAM transition?





25% Reduce costs
17% Other

Enrich end user experience
Reduce operative workload from Service
Managers
Free up time for retained IT to work on
innovation
“It was great to note the free text response regarding

the benefits SIAM can bring in freeing up staff to focus
on innovation. Certainly, this is one of the additional
benefits SIAM can bring above and beyond service
integration and management.”
Mandy Stupak

“It is interesting to see a decrease and thus a more even
spread across the top 4 drivers for organizations that
have implemented SIAM solutions. There is a significant
decrease (half) of the reduction of cost as a strategic
driver. Cost focus has been overtaken by service quality
and improved service performance, reflecting the benefits
SIAM can bring to the customer and their business.”
Simon Dorst
“Really excited to see a substantial increase in the ‘other’

category. Especially focus on the end user experience
and recognition of the role of technology in improving
the engagement and effectiveness of end users to the
greater business outcome. Interestingly the top 4 results
begin to define the bare minimum areas SIAM will
deliver and improve upon.”
Adam Martin

4.2 How long did your SIAM transition take?
The number of SIAM transitions that are not complete yet has risen from 29% in 2021.
14+86K22+78K17+83K47+53K
LESS THAN
A YEAR
14%
1-2
YEARS
22%
2-3
YEARS
17%
NOT
COMPLETE
YET
47%
UP
29%
“Unlike respondents ‘planning to implement’, in this

group (have adopted SIAM) we see a decrease in the
‘less than a year’ to implement category and an increase
in the ‘not complete yet’. Potentially this signifies that
a transition to SIAM is more difficult than anticipated
requiring a slower pace and phased approach.”

4.3 What type of services are in scope for your SIAM model?
As with the organizations planning to adopt SIAM in section 3.3, there are no
SIAM models reported for non-IT services only.
89%
89
IT SERVICES ONLY
11%
A MIXTURE OF IT
& NON-IT SERVICES
0%
0 11 +
NON-IT SERVICES
ONLY
“It is interesting that whilst ITSM tools have now

steadily expanded into non-IT services, SIAM
remains focused on IT services or a small mixture.”
Helen Nunn
“A focus on including non-IT service into SIAM is really

interesting and one I can see real value in. I’d like to see
some data from those that have managed it and any
lessons they could share from those experiences.”
Mandy Stupak

4.4 Are all of your vendors/service providers included in the SIAM model?
31+42+27B
For the second year running, more than 50% of organizations have not included all of their vendors/service
providers in their SIAM model. This could link to the data in section 4.2 showing that almost a third of SIAM
transitions are not yet complete.
NO 27%
A MAJORITY ARE
31% YES
NOT INCLUDED
NO 42%
A MINORITY ARE
NOT INCLUDED
“I sense that the adaptive progress monitoring and

reassessment of benefits is influencing the number difference
between planned and actual. As we see operationally a
SIAM ecosystem working well, generates its own momentum
and the celebration of outcomes naturally increases the
participation of those “outside the tent”. Tapping into a fear of
missing out, increases people’s and by connection supplier’s
interest and curiosity to collaborate more and to be part of
the celebrations of achieving success.”
Adam Martin

4.5 Do you plan to expand your SIAM model to include other business services in the future?
NO YES
72% 11%
HUMAN RESOURCES
11%
FINANCE
11%
LOGISTICS
8%
MANUFACTURING
8%
OTHER
3%
MARKETING

4.6 What type of service integrator structure did you adopt?
31+19+3911m
LEAD SUPPLIER 11%
31% INTERNAL SERVICE
INTEGRATOR
HYBRID 39%
19% EXTERNAL SERVICE
INTEGRATOR

4.7 What benefits did you achieve?
BENEFITS
(HIGHEST TO LOWEST)
17% Other

End to end management of issues and outcomes
across multiple suppliers
Less time in operation mainly incident management
Still in progress, so to be seen later
“There has been a shift in achieved benefits. A significant drop for

supplier performance (from 70% to 49% and from ranking 1 to
ranking 3), in favour of collaboration and reporting. It is encouraging
to see improved collaboration at number 2 as this is one of the explicit
benefits of building a SIAM model with multiple service providers
working together towards end-to-end service achievements.”
Simon Dorst

4.8 What challenges did you face?
CHALLENGES
(HIGHEST TO LOWEST)
11% Other

Recruitment of suitably experienced individuals
Result driven working suppliers together
Ownership
“I feel these results show a convergence between organizations

beginning to recognize the organizational commitment required
and the actual effort and energy needed to establish a SIAM
ecosystem. The other emerging data points that draw into
the ongoing running of the SIAM capability is tremendously
insightful. SIAM continues to be about people and the digital
leadership and the resilience, curiosity and the scaffolding
skills outside of technology domains that enable strong SIAM
professionals to be successful.”
Adam Martin

4.9 What skills and capabilities are particularly important for a successful SIAM transition?

(HIGHEST TO LOWEST)
33% Automation
31% Agile
14% DevOps
8% Lean
6% Other

4.10 Is your existing it service management tool fit for purpose in a SIAM model?
B 3 8 11 +
The number of respondents who report their tool is fit for purpose fell from 77% in 2021. Just
over 10% of respondents are working with a tool that is not fit for purpose but have no plans in
place to make any changes. Some respondents in the ‘Other’ category reported assessing whether
customization or replacement was the best option.
67
NO
NO, AND WE ARE LOOKING AT
TECHNOLOGY INTEGRATION
SOLUTIONS
3%
NO 8%
NO, AND WE PLAN TO
REPLACE IT
NO 11% 67% YES

NO, BUT WE ARE TAKING
NO ACTION
OTHER
11%
UP
The number of respondents reporting their current tool is fit for purpose
18%
rose from 49% in 2021.
“Regarding service management toolsets there is a significant increase in

‘no, but we’re taking no action’ and a drop in ‘yes’ which seems to indicate
the importance and challenge of getting SIAM supporting toolsets right.
Certainly, a cautionary message here from the group that have already
adopted SIAM and have a tale to tell.”

4.11 What management methodologies/frameworks are in use in your SIAM model?
75%
61%
47%44%
25% 22%
14% 11%
8% 8% 8% 8%
3%
v3 T LE ps 00 ER IT IS
L4 EN I 0 AN iSM B BR
M
YS DM
TI
L
IT
I AG vO 20 OT
H LE Ve
r CO L DS
I EM De C N A
AG O/
IE A
A N
IS SS
NE
TM US
I
EC B
ROJ
P
‘Other’ responses included IT4IT, value stream mapping, TQM and ADKAR.
“I believe these numbers may also reflect the organizational capabilities outside of SIAM, and
more so the areas of inter practice influencing that SIAM people undertake, collaborating
with others to achieve end to end service outcomes and improvements. I’m also fascinated
with the volume of models being used. Presents our belief strongly that SIAM is about people,
being curious and working together, focusing on what’s important now and grappling with
the reality of the current position to unlock all of the opportunities.”

58+42+G 28+72G
58% 28%
SIAM SIAM
31+69+G 11+89+G31%
‘Other’ responses included

NONE
internal training and learning

on the job.
11%OTHER
“A number of organizations within their RFPs are

now starting to ask for a minimum set of SIAM
training requirements for service integrator roles.
SIAM Foundation seems to be the most popular.”
Helen Nunn

Respondents were given the opportunity to share any other comments they had in a free text field.
Their responses included:
The SIAM function mostly do old-fashioned service management. Not really SIAM.
Increasingly clients are either intrinsically doing this function or setting up an internal SIAM
function rather than a specialist one.
A request to strengthen the guidance on collaboration/OLA handling/contract guidance for
swarming, change and improvement.
It is really difficult to achieve benefits when the whole enterprise is not involved.
Culture Change Champions play a key role in influencing the shift from traditional service
models to SIAM. To have these changes senior management needs to be having a very good
understanding of the end picture.
SIAM is quite the complex thing in practice...specifically when all the parts are moving through
different transition programs.
Hardest part of embedding SIAM has been changing business behaviours and breaking old habits.
“ These comments signify the importance of suitable

SIAM skills and capabilities, but also the commitment
and direction of the customer’s retained organization
their critical role in SIAM success.
Simon Dorst
“SIAM’s connection to strategic priority and sponsorship is

clearly called out across the results and extra comments.
In a maturing SIAM model or an evolving capability, the
energy and focus on what’s important now is key. For
when achievements continue to gain momentum and the
celebration of learning and achieving improved results allows
for transparency and focus, nothing is insurmountable.”
Adam Martin

5 Organizations who sell SIAM consultancy or solutions
This section includes responses from organizations who sell SIAM consultancy or
solutions. These organizations might fulfil a service integrator role or provide support as
a customer organization transitions to a SIAM model, and then disengage. They might
provide software to support a SIAM ecosystem.

5.1 What type of organization are you?
26%
TECHNOLOGY
PROVIDER
23%
NICHE OR SIAM FOCUSED
CONSULTANCY OR VENDOR
47G 26 23 + 4 47%
LARGE CONSULTANCY
OR VENDOR
‘Other’ (4%) responses included:

Managed service provider, IT
consultancy and training and
consultancy organization.

5.2 What are the strategic drivers for your customers when choosing SIAM?






40% Reduce costs
9% Other

Integrate multiple frameworks (ITIL, Agile),
drive cross-provider automation and
operational efficiencies
A better employee experience
Holistic view of a service, reduced
governance for customer
“I think this is an example of the evolution of SIAM and

a change in focus from cost savings to an aspiration for
performance and improvement which is really encouraging.
SIAM is recognised as an operating model that can support
complexity in sourcing and allow improved management of
services both in terms of individual performance of providers
as well as from an end-to-end service quality perspective.”

5.3 How long do your customers’ SIAM transitions typically take?
27+73K52+48K12+88K9+91K
LESS THAN
A YEAR
27%
1-2
YEARS
52%
2-3
YEARS
12%
NO DEFINED
END DATE
9%
64+35+1
“It is interesting but not unsurprising that there
are significant shorter transition times amongst
the professional (consultancy) organizations
when reporting on transition timelines.”
Simon Dorst
5.4 What type of services are in scope for your clients?
Responses show an increase in the number of models that include IT services

only when compared to 2021 (58%).
35% 64%
A MIXTURE OF IT IT SERVICES ONLY
& NON-IT SERVICES
Non-IT services only 1%

5.5 Do your customers plan to expand their SIAM model to
include other business services in the future?
NO YES
47% 32%
HUMAN RESOURCES
17%
FINANCE
22%
LOGISTICS
22%
“Unlike the ‘planning to implement’ and MANUFACTURING
‘organizations that have implemented’
groups there is a reduction in the ‘no’s’ 8%
and even more of a spread for inclusion
into the SIAM model from other parts of MARKETING
their organizations. This demonstrates a
commitment to extend SIAM outside of its
traditional IT scope which is encouraging.
10%
SIAM is useful wherever there are several
OTHER
providers regardless of service types.”
Michelle Major-Goldsmith ‘Other’ responses included real
estate/facilities, and internal
service desks (non-IT).

5.6 What type of service integrator structure do the majority of your customers adopt?
13+23+5113m
LEAD SUPPLIER
13% 13% INTERNAL SERVICE
INTEGRATOR
23% EXTERNAL SERVICE

INTEGRATOR
HYBRID 51%
“Not surprisingly we see more external service integrator

structures amongst the SIAM professional organizations, but we
also see a significant growth in the hybrid structures (from 38%
in 2021 to 51%). This supports the earlier data about a desire to
retain internal control in many organizations with the use of
external expertise and experience to get the best of both worlds.”
Simon Dorst
“There is a realization that risk, strategy and

prioritised outcomes cannot be outsourced,
although our Kinetic IT SIAM archetypes see the
beginning steps of SIAM have a very different risk
position at the start of Day 1.”
Adam Martin

5.7 What benefits do the majority of your customers hope to achieve?
BENEFITS
(HIGHEST TO LOWEST)
10% Other
Single pane of glass view

Better customer experience
Better employee experience
More focused end-to-end service experience
“Love the other comments starting to increase and demonstrate a

more engaged workforce and a more respected end user community.
We have seen user experience and satisfaction increase over recent
years. I am confident that as SIAM maturity and the harder to
measure intangibles begin to be realized, results that suggest simple,
effortless, transparent and helpful describing the end users service
outcomes exhibited far more.”
Adam Martin

5.8 What challenges do your customers typically face?
CHALLENGES
(HIGHEST TO LOWEST)
4% Other

Obtaining the right skills and capabilities
Acceptance
No enterprise or data architect available
Low process and organizational maturity
“There is a degree of consistency with the professional organization’s

experiences over recent year regarding typical customer challenges.
Establishing the service integrator and creating a governance structure
seems to be a much larger challenge for the professional organizations
supporting SIAM transitions. This could be either because they are taking on
the role of external integrator or because they are chosen to support larger
and more complex organizations. Either way, this aligns to our experience at
Kinetic IT where our customers have shared that these challenges are evident
and overcoming them is critical for the success of the SIAM model.”

5.9 What skills and capabilities are particularly important for
a successful SIAM transition?

(HIGHEST TO LOWEST)
44% Automation
39% Agile
25% Lean
19% DevOps
5% Other
‘Other’ responses included service

architecture and monitoring.
“Similar trends and shifts across all three responder groups, apart from ‘influencing and
negotiation’ which has increased amongst the professional organizations. Together with
organizational change, communication and business relationship management indicates
the critical importance of the people aspects of a SIAM transition.”
Simon Dorst

5.10 What management methodologies/frameworks
are in use in your customer’s SIAM models?
79%
74%
66%
62%
47%
32%
29%
21% 18%
10% 9%
5% 1%
3 LE T ps 00 S IT ER
v L 4 I EN O 0 YSI AN B BR
M iSM DM
IL TI AG 20 AL LE CO H r
IT I EM De
v
C N OT Ve DS
AG O/
I E A
A N
IS E SS
M N
T SI
EC B U
OJ
PR
“The Kinetic IT SIAM ecosystem model shows where the

influencing spheres are recognizing that inter-practice capabilities
only really need a better and more direct connection to strategy,
end to end service outcome and the employee experience. SIAM
influencing and connecting data, insight and what’s important
now, being the fibrous connective tissue between technical
capabilities, with the human lens of service.”
Adam Martin

71+29+G 55+45G
71% 55%
SIAM SIAM
13+87+G 6+94+G13% NONE

6%OTHER
‘Other’ responses included

multi-vendor management,
ITIL, and training being
planned for later in the year.

Respondents were given the opportunity to share any other comments they had in a free text field. Their
responses included:
In the local market we see that multiple mid-size IT service providers are investing in SIAM capabilities
(Netherlands).
Today many customers are looking for SIAM adoption but I feel there aren’t enough case studies
globally available with benchmarking KPIs and indicators to dictate the benefits of SIAM.
SIAM must extend beyond IT Services. Currently the adoption is low beyond IT.
Based on my experience I saw SIAM is working for companies having 10 to 20 Suppliers. I’d like to know
how it works for big organizations (for example in the manufacturing industry) with more than 50 or
100+ suppliers (global and local)?
SIAM works better for multi-supplier eco-systems and it benefits both client and service providers. it
empowers the SIAM functions to perform better and measure the supplier scale of performance.
The major challenge revolves around having customer support. They still want the complete control.
Instead of overarching, they tend to get into daily operations and are therefore not able to focus on
their core business. For SIAM to be successful, it’s important to give a free hand and have full trust in the
integrator to drive it forward.
Would like to see SIAM certifications to become more common.
The I in SIAM, needs to start changing from Integration to Influence. SIAM is the builder of bridges
from where the organization is to where leadership want to get to. This is done by focusing on “what’s
important now” - using strategy as the guiding light, and priority for the missions.
The biggest hurdle to a successful adoption of a SIAM ecosystem in all customers that I have observed
has been due to a poor attempt or lip service to OCM activities. This puts the Service Integrator on
the back foot from day one and negatively impacts the organization’s ability to gain value from
implementing SIAM. The organizations that gain best value from SIAM are those that have a mature
service management model that clearly defines business and user services and enables SIAM to
directly engage business stakeholders with service insights and service provider performance issues
as there is a clear owner of the impact of the underperformance. Those organizations who don’t have
this sufficiently mature and/or pay lip service to the OCM requirements of a SIAM implementation will
struggle to recognise value from SIAM.
SIAM engagements need to be a focus at the executive level with senior leaders leading the OCM
component. A phased and maturity- lead approach is needed with investment recognized to enable the
business transformation.
Needs to be time taken to ensure buy-in, executive level to support right through
operations in customer world. Understand what staff used to do is now
potentially what the service integrator will do. Don’t give up, communicate,
help customers to understand their new role, how governance should/
can work.

“Dealing with large customers at Kinetic we see the
benefits the SIAM concepts bring to these organizations,
but also the challenges given the added complexity that
is inherent. Just because it’s difficult, doesn’t mean it
should not be attempted, but in those organizations, it
is definitely more of a ‘progress iteratively with feedback’
approach to expand and improve the SIAM model.”
“The difference between governance and management is a

real challenge when transitioning into a SIAM structure, when
it involves an external service integrator. The governance
structures, but also on-going and open communication
between the integrator and the retained capabilities are key
in these situations. It is interesting to note this mentioned
around the capabilities of communication, influencing and
relationship management”
Simon Dorst

6. Closing commentary
“Since Kinetic IT last sponsored the Global SIAM survey in 2019, there has been an interesting
and marked shift in focus in the world of SIAM. A few years ago, survey respondents were
focused on digital transformation, customer value and integrating services across both IT
and non-IT multi-provider ecosystems. In this latest survey, we see a shift across the three
respondent groups into planning to implement SIAM, maturing SIAM capability and specialist
SIAM providers; there is, however, still a unifying theme emerging.
Among the SIAM community, there is now a growing focus on service integration contributing
to driving enhanced performance across complex provider ecosystems. There is less focus on
costs and contractual levers, and a greater appreciation of the need for service quality, cross-
provider collaboration, along with necessary cultural alignment for ecosystem unification
and cohesion.
This year’s survey data supports this and provides a common theme; no longer are
organizations looking to do things independently, but rather through a hybrid SIAM
model. Our experience at Kinetic IT aligns with this view. Building an internal capability,
whilst partnering with SIAM advisory and consultative specialists, allows for business
context immersion and faster adoption across organizations. The data also indicates that
organisational change management is considered a key success factor.”
Claire Agutter
Director, Scopism
Kevin O’Sullivan
Head of Digital Enablement
Kinetic IT
“The last two years have been enormously challenging for many organizations and business
and supply chain pressures continue to be felt. There are broader industry changes taking
place, particularly related to supply chain and goods management with a shift from ‘just in
time’ strategies to more cautious approaches that are less vulnerable to disruption and more
locally focused.
SIAM can provide real value in these complex environments, and it’s encouraging to see the
continued global growth of SIAM reflected in the survey results. I would have hoped to see
more SIAM models incorporating non-IT services, but this may change in years to come. As
organizations shift to a value stream/work flow focus other business areas including HR,
finance, logistics etc. may naturally merge into an organization’s SIAM model.
The benefits of adopting SIAM are clear and remain consistent through the five years that
we’ve been carrying out this survey, but the challenges, particularly around tooling and
automation, also require careful study to make sure that the right results are delivered.“

Our aim is to provide you with access to information, events and consultants who can
keep your skills fresh and help you stay up to date.
Visit the scopism website to access our free siam resources
Global SIAM Survey Whitepapers 2018-2022
SIAM Foundation Body of Knowledge

(plus German and Japanese translations)
SIAM Professional Body of Knowledge
Enterprise Service Management Essentials

(plus Japanese translation)
SIAM Process Guides

(plus German and Japanese translations)
Scopism.com/free-downloads
contact@scopism.com
https://bit.ly/3jtLy1p
https://bit.ly/2WnlFGw
https://bit.ly/3kI5zAK
2022 Global SIAM Survey © Scopism Limited 2022 All Rights Reserved

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GLOBAL SIAM SURVEY 2022

3 Organizations planning to adopt SIAM 17

www.scopism.com Global SIAM Survey 2022 2

4 Organizations that have adopted SIAM 38

5 Organizations who sell SIAM consultancy or solutions 53

www.scopism.com Global SIAM Survey 2022 3

 Demographics – includes a breakdown of who the survey respondents are,

 Responses from organizations who sell SIAM consultancy or solutions –

www.scopism.com Global SIAM Survey 2022 4

Michelle Major-Goldsmith Adam Martin

www.scopism.com Global SIAM Survey 2022 5

1.3 About Kinetic IT

Kinetic IT is a leading Australian technology services business, specializing in managed ICT

www.scopism.com Global SIAM Survey 2022 6

www.scopism.com Global SIAM Survey 2022 7

The survey had 201 respondents from 31 countries.

In this section, we show the data for:

INDUSTRY JOB TITLE

www.scopism.com Global SIAM Survey 2022 8

“These results are as I would expect given the early adoption

www.scopism.com Global SIAM Survey 2022 9

“There is a slight increase of 7% in female

www.scopism.com Global SIAM Survey 2022 10

“Looking at previous years’ data there is even more focus on

“This is good reflection for SIAM professionals. Basically, a SIAM

www.scopism.com Global SIAM Survey 2022 11

“This response on the survey showcases clearly that SIAM

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49+51K 15+85K 6+94K

1% EACH OF THESE INDUSTRIES

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1-50 51-200 201-500

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25% 22% 13% 10% 8%

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Respondents were able to choose multiple options.

Want to have better performance

Better ability to measure and

Want to have more control of

Moving internally hosted services

36% Reduce costs

Moving from a single vendor to

www.scopism.com Global SIAM Survey 2022 18

“There are some interesting shifts in the focus of the organizational

www.scopism.com Global SIAM Survey 2022 19

7+93K 36+64K 54+46K

“Based on last year’s survey this is a straight swap between the

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“A SIAM transition of 2-3 years is not real or ideal way of

Another reason, when any potential client or IT leader wants to

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Respondents were able to choose multiple options.

“It is interesting to note a decline in respondents planning to

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“For cohesion, collaboration and teamwork it is vital to have most

www.scopism.com Global SIAM Survey 2022 24

USING A NICHE USING INTERNAL

“I thought this planning to implement data was interesting and

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“My immediate reaction to these numbers, lines up to the

www.scopism.com Global SIAM Survey 2022 26

Demographics – includes a breakdown of who the survey respondents are,

Responses from organizations who sell SIAM consultancy or solutions –