Critical Capabilities For Oracle Cloud Application Services Worldwide 2022

6/29/22, 12:45 PM Gartner Reprint
Licensed for Distribution
Critical Capabilities for Oracle Cloud Application

Services, Worldwide
Published 20 April 2022 - ID G00753459 - 61 min read
By Alan Stanley, Denis Torii, and 4 more
In implementing Oracle Cloud Applications, many enterprises struggle to select a service

provider that can meet their unique business needs. Sourcing, procurement and vendor
management leaders can use this research to quickly identify and down-select providers to
match their use-case requirements.
Overview
Key Findings
■ The Oracle Cloud Application (OCA) products are maturing significantly and although almost
60% of implementations are HCM or ERP, there are now 10% in advertising and customer
experience (ACX) and almost 15% in supply chain engagements. The remaining 15% are in the
new area of industry applications, and Gartner expects this to be the area for expansion as
Oracle invests and improves the maturity of its applications.
■ Collectively, the service providers in this research post $15.4 billion in revenue from OCA-
related services. Across the board, growth in their Oracle Cloud business comes with a 6%
decline in their noncloud business, but the overall Oracle Revenue (cloud plus non cloud) grew
by 8%.
■ Enterprises transitioning to OCA fail to understand that SaaS does not allow for customization,
only configuration. The OCA transition is a business transformation, not a technical migration.
Recommendations
Sourcing, procurement and vendor management (SPVM) leaders who execute on their IT service
and solution strategy and selection to identify OCA service providers should:
■ Speed up down-selection of providers matching your need by reviewing the seven use cases
profiled in this research. These provide a spectrum of services that you can engage with the 19
service providers covered in this research.
■ Use providers that have proven their ability to collaborate with internal business and IT
resources, respond to changing business dynamics, and evolve the SaaS product within the
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client’s organization in a way that achieves demonstrable business outcomes. Look specifically
at the transformation use cases and the BizDevOps critical capability scores in this research.
■ Prioritize providers that can help with adoption and process standardization by evaluating their
industry knowledge and experience with business process reengineering and organizational
change management (OCM) in past Oracle Cloud initiatives. Clients need to work with service
providers to adopt best practices and out-of-box concepts, rather than try to configure legacy
process functionality.
Strategic Planning Assumptions

By year-end 2024, 75% of Oracle application services revenue will be cloud-related as enterprises
accelerate their move to the cloud in response to the massive disruption of the COVID-19
pandemic.
By 2024, 70% of large ERP deployments will be executed by predominantly remote rather than on-
site implementation teams.
By 2024, 60% of organizations will select integrated financial management capabilities as their
preferred approach to process automation.
What You Need to Know

This Critical Capabilities research on Oracle Cloud Application (OCA) services assesses the
provider cohort’s relative capability in each use case to successfully implement OCA and deliver
continuous business value. SPVM leaders should use this research to identify and down-select
relevant OCA service providers appropriate for their specific business, domain and technical
requirements. To most effectively assess providers for down-selection, SPVM leaders are
encouraged to use this Critical Capabilities research in tandem with the companion research
Magic Quadrant for Oracle Cloud Application Services, Worldwide.
For the purposes of this analysis, OCA consists of five application areas:
■ Advertising and customer experience (ACX)
■ Industry applications (IA)
■ Enterprise resource planning (ERP), includes the previous EPM applications now
■ Human capital management (HCM)
■ Supply chain management (SCM)
It’s important to acknowledge that this market is rapidly evolving. Some providers are better at
quickly ingesting and absorbing domain capabilities and operational excellence while
simultaneously meeting the growing market demands for updates and delivery management.
Providers are moving at varying rates, with some treading water while others race ahead. Merely
being in this space does not guarantee a forward progression or an equal pace.
This Critical Capabilities research provides an additional and in-depth view of the service
providers beyond the core strengths, cautions and relative positions included in the Magic
Quadrant. All service providers have been scored against 10 critical capabilities that Gartner
deems are leading factors sourcing executives need to consider when evaluating service
providers for the specific use cases identified. Although the capabilities are same across the
seven use cases, their weightings vary depending on the focus of the delivery.
The 10 capabilities listed below, along with the reasons for their inclusion, are described in detail
in the Critical Capabilities Definition section of this research. The 10 have been expanded and
changed this year to provide an additional product expertise:
■ BizDevOps
■ Industry and process expertise
■ Operational excellence
■ OCM
■ Updates management
■ Midsize enterprise engagement
■ HR product expertise
■ Finance product expertise
■ Supply chain expertise
■ Technology enablement
Each service provider is scored against these capabilities based on the following:
■ The information it provided as part of the Critical Capabilities research process
■ Client feedback in Gartner Peer Insights
■ Gartner analyst interactions with the service provider and its clients
■ Gartner analyst opinion based on market knowledge
The capability scores are then used to position the service providers for seven use cases. This
year, we expanded the use cases because we found that client requirements are evolving. The
seven use cases are defined in more detail in the Use Cases section, but are listed here for
reference:
■ Global business-led transformation
■ Midsize enterprise transformation
■ Postimplementation evolution
■ Finance transformation
■ HR transformation
■ Supply chain transformation
■ Technical migration
Each of the critical capabilities are weighted based on the delivery focus of the use cases. They
reflect Gartner’s analytical position of the relative importance of each critical capability per the
respective use case and are listed in the Inclusion Criteria section. Use the interactive view of this
research to change the weightings of the criteria to match your individual situation and see the
revised evaluation of providers. Also use the criteria and weightings to evaluate other providers
(not included in this research) that may align better in terms of culture, geography, industry
experience or other niche criteria. This document provides details on three salient use cases for
each service provider, describing how the provider is a good fit for them. The profiles below
highlight the three highest ranking use cases for each vendor are profiled in each description.
Some of the leading vendors are suitable across more of the use cases. As a result, look at the
relative position in the use case chart and the critical capability scores if the specific capability
needed is not included in the descriptions. Leverage these use case scenarios and capability
criteria in conjunction with the Magic Quadrant strengths and cautions to speed up the
identification and down-selection of candidate providers to meet your OCA service requirements.
Analysis
Critical Capabilities Use-Case Graphics
Vendors’ Product Scores for Global Business-Led Transformation

Use Case
Source: Gartner (April 2022)
Vendors’ Product Scores for Technical Migration Use Case
Vendors’ Product Scores for Midsize Enterprise Transformation

Use Case
Vendors’ Product Scores for Finance Transformation Use Case
Vendors’ Product Scores for Postimplementation Evolution Use

Case
Vendors’ Product Scores for HR Transformation Use Case
Vendors’ Product Scores for Supply Chain Transformation Use

Case
Vendors
Accenture
Accenture is a good fit for clients looking for end-to-end transformation and innovation in any
region, any industry and on Oracle or any cloud technology platform. It is the largest OCA service
provider in the cohort covered in this research and has strong capabilities on all products and use
cases, but is most suited for larger clients looking for transformation focused engagements. We
have profiled the three most relevant use cases here.
Accenture has almost 32,000 OCA full-time equivalents (FTEs), 47% more than last year.
Accenture has 42% of its OCA resources located in APAC, with 32% in North America (NA), 23% in
EMEA, and 3% in Latin America (LATAM). It has 50 delivery centers and 100 innovation centers
around the world with Oracle capabilities. Staff distribution to products is ACX, 4160; IA, 3831;
ERP, 13,291; HCM, 6,787; SCM, 2,779; and other products, 916. The top five industries in terms of
clients are retail, banking, consumer products, telecommunications and public sector.
Global Business-Led Transformation: Accenture is a strong option for large organizations

embarking on multinational transformation programs. It has a broad global footprint combined
with best-in class business consulting and OCM capability. Accenture focuses on delivering value
by aligning to business and industry objectives to maintain an evolving blueprint that it calls a
“Living System.” Clients cite price and contracting as the key issues when working with Accenture
on global transformation programs.
HR Transformation: Accenture’s HR consulting expertise, combined with its in-country strength

and local HR law expertise make it a strong candidate for HR Transformation programs.
Accenture had 130 Oracle HCM implementations in the 12 months covered by this research.
Accenture leads clients to a business outcome approach and this will work well for clients
prepared to listen to the best practices proposed. Their AWARE solution addresses timely issues
of inclusion and diversity. If the intention is to just migrate current system functionality to the OCA
platform, then Accenture will not be the most cost-effective option.
Finance Transformation: When you add the industry-specific expertise and Oracle accelerators to
the finance domain expertise that Accenture possesses, they become a strong option for Finance
Transformation programs. Accenture had 316 Oracle Cloud ERP implementations in the 12
months covered by this research. Whether it is a complete general ledger replacement, new
procurement and payments platforms, financial performance management or new financial
analytics, Accenture is well placed to bring best-of-breed solutions and to implement them
effectively.
Capgemini
Capgemini is a good fit for large, product-centric global clients seeking technical migration, global
business-led transformation and postimplementation evolution services. Capgemini continues to
position itself on the larger clients (1B+ Rev) making Midsize Enterprise Transformation less
suitable. Its strategy continues to be focused on four core regions: NA, U.K., France and the
Netherlands.
Capgemini has almost 1800 OCA FTEs, 13% more than last year. Capgemini has 40% of its OCA
resources located in APAC, with 33% in NA, 23% in EMEA and 4% in LATAM. Staff distribution to
OCA products is ACX, 116; ERP, 611; HCM, 416; and SCM, 657. Its top five industries in terms of
clients are: retail, insurance, professional services, consumer products and banking.
Global Business-Led Transformation: This is one of Capgemini’s strongest use cases. Its industry-
specific Advantage Solutions are multipillar, preconfigured, branded-OCA offerings that can help
customers adopt best practices for the industries of focus. Public sector, life sciences and
manufacturing are some examples of targeted industries. It is also important to note that, while
Capgemini is a worldwide service provider, its references and experiences seem to be
concentrated in North America and Europe where it earns around 91% of its OCA revenue, but it is
steadily growing in Asia/Pacific. Customers seeking OCA experience in Asia may need to seek
references in relevant use cases.
Technical Migration: Capgemini continues to enhance and expand its (Rapid Shift) Cloud
migration solution, which helps its clients in technical migration transitions from Oracle EBS and
PeopleSoft. It invests heavily in its pre-configured accelerators for specific focus industries.
Existing test automation and point-to-point integration assets, embedded with implementation
services, are also part of this offering. With over one and a half OCA certifications per OCA FTE,
Capgemini has the highest certification density among this cohort. Customers seeking a
migration to SaaS that maintains most of their existing configurations and data may find this
approach attractive.
Postimplementation Evolution: Capgemini has strong expertise in Updates Management,

BizDevops and Operational Excellence placing it almost in the middle of the cohort for this use
case. Capgemini’s automation tools like CRIA and RapidTest help its clients drive digital
transformation with pre-configured solutions and toolkits. Thirty percent of Capgemini’s revenue
came in from postimplementation evolution in the past 12 months covered in this research.
Cognizant
Cognizant is a good fit for large global enterprises or upper midsize clients seeking HR
transformation, technical migration and midsize transformation within retail, banking and life
sciences. Technical migrations have been a strong suit for Cognizant, and it has shown an
emphasis on improving delivery frameworks given it has performed a total of over 400 ERP and
HCM module implementations in the last 12 months. However, its investment in deeper solutions
and developing a clear vision on how to drive business outcomes with it is lacking in comparison
to its cohorts.
Cognizant has approximately 6,200 OCA FTEs, 30% more than last year. Cognizant has 76% of its
OCA resources located in Asia/Pacific, with 19% in NA and 5% in EMEA. Cognizant has 50 Oracle
Cloud delivery centers and 10 innovation centers across the globe. The company has increased
its sales force in support of Oracle services (over 60 sales specialists and 120 regional sales
executives) and has become an Oracle partner in its industry solutions sales. The top five
industries it services are retail, banking, life sciences, utilities and high tech.
Technical Migration: Cognizant continues to show strengths in technology enablement. In core

industries it demonstrates strong use of methodologies and leveraging its assets: Over 150
prebuilt integrators, 650 prebuilt dashboards, 4,000 automated test scripts and multiple
accelerators. Cognizant has extensive technical expertise to leverage, with almost as many OCA
certifications as OCA staff — one of the highest densities in its cohort.
HR Transformation: Almost 40% of its implementations were from HR in NA and EMEA. It notes
more than 2400 HR consultants and almost 1,500 HR certifications within its practice. It has over
500 assets in its library in the assistance of transformation projects; approximately 220 business
process mappings, over 300 test scripts and 80 prebuilt dashboards. Strong strategy and proven
delivery model with implementing HR has been brought up by clients as key reasons for working
with Cognizant with this type of project. Cognizant extensively uses remote offshore delivery as
its primary delivery model and may lack local knowledge of HR in some locations.
Midsize Transformation: Cognizant has generally supported larger clients in the past, but its
strong technical skills resonate with smaller clients looking for quick and simple migrations. Its
competitive pricing has been a noted piece of feedback for a number of its key wins in this space.
Its most positive feedback from implementations still lies within its core industries.
Deloitte
Deloitte is a good fit for midsize to large global clients driving innovative and complex digital
transformation programs. Its industry-led transformation approach focuses on solving industry-
specific challenges and issues rather than a technology-led solution. Small and midsize clients
looking into technical migration and “lift and shift” of existing processes without identifying value
driven optimization opportunities are less likely to fit in with Deloitte’s value proposition.
Deloitte has approximately 14,450 OCA FTEs, 10% fewer than last year. Deloitte has 26% of its
OCA resources located in NA, 8% in LATAM, 15% in EMEA and 51% in APAC. It has 28 delivery
centers with three regional and 18 local centers within close proximity to its customers, but most
of these delivery centers are in the northern hemisphere. Staff distribution to OCA products is
ACX, 1,300; IA, 1,156; ERP, 7,703; HCM, 2,156; SCM, 2,145 and none for other products. Its top five
industries in terms of number of clients are: public sector, retail, healthcare providers, high tech
and banking.
Global Business-Led Transformation: Deloitte is a good option for large organizations embarking
on multicountry transformation programs. Deloitte brings in industry-specific solutions with
technology best practices and assets leveraging their digital and virtualized delivery platform
(Deloitte Ascend) and OCM capabilities to deliver these services. With projects delivered in more
than 150 countries, Deloitte is well-positioned to help global clients transform around OCA.
Clients commonly cite it as a knowledgeable and trusted partner for OCA transformation but this
can be at a premium price.
Finance Transformation: Having a large practice in audit, risk and tax, Deloitte has the added
advantage of knowhow and knowledge of local financial and tax regulatory and compliance
requirements for large global organizations. This allowed it to have a comprehensive view and
develop a robust finance transformation roadmap for its global clients using OCA. Existing
Deloitte customers need to be careful before engaging them because legally it is not allowed to
engage in finance transformation projects where it provides audit, risk and/or tax services.
Postimplementation Evolution: With a combination of technology and business consulting assets

focused on continuous improvement and client enablement, Deloitte has created a strong
postimplementation evolution offering. Using its agile-based and design-thinking-led

methodology for setting the foundation and using quarterly release enhancements capabilities
such as digital FTEs and automated testing as a service, Deloitte helps its clients evolve further
from the initial OCA implementation.
DXC Technology
DXC Technology (DXC) is a good fit for legacy related OCA implementations and for clients
looking for a technology-focused provider for Oracle Cloud migration. It is investing in improving
the overall OCA capabilities and currently it is most suitable for midsize enterprise transformation,
technical migration and postimplementation evolution services.
DXC has almost 2000 OCA FTEs, 3% more than last year. It has established several digital
experience centers, digital transformation centers and digital innovation labs in NA, EMEA and
APAC. DXC has 86% of OCA resources located in APAC, 3% in NA, 9% in EMEA and 1% in LATAM.
Staff distribution to OCA products is ACX, 102; ERP, 769; HCM, 506; and SCM, 581. The top five
industries in terms of clients are: energy and utilities, public sector, consumer products, higher
education and retail.
Postimplementation Evolution: DXC has a mature offering for postimplementation services to

help with Oracle’s quarterly updates. DXC Cloud Care services to help clients with business
impact analysis on product updates, release planning and test strategy and automated testing.
Forty percent of its Oracle Cloud revenue was generated from postimplementation services in the
12 months covered by this research. Given DXC’s focus on technology, clients should evaluate
DXC’s ability to support continuous improvement and business optimization opportunities as part
of the support services they contract for.
Midsize Enterprise Transformation: DXC can be a good choice for midsize enterprises looking for
a technology focused provider for implementation, deployment and support services for Oracle
ERP, EPM, SCM, HCM and CX. It has a high proportion of midsize clients. DXC is further investing
in composable solutions and process mining technologies to help address customer process pain
points. Compared to other providers in this research, it has limited expertise in consulting and
change management and may not be a good fit for clients looking for major process
standardization and business innovation.
Technical Migration: DXC has expertise in IaaS and PaaS and is building expertise in all Oracle
SaaS cloud pillars. It helps clients with migration from legacy to SaaS as well as gradual migration
from legacy to Oracle IaaS and PaaS and coexisting with SaaS. Twenty-one percent of its Oracle
consultants are certified on Oracle Cloud. It has a repository of technical solutions containing
configuration workbooks, prebuilt integrations and extensions, SaaS solution architecture,
integrations design and data migration templates for cloud migrations. Clients appreciated DXC in
helping them reduce total cost of operations.
Evosys
Evosys is a good fit for midsize clients looking for technical migration, midsize enterprise
transformations and postimplementation evolution. It is a cloud only, smaller player that
understands how OCA engagements differ from traditional on-premises work. It has an
established methodology and Evosys is investing in innovative tools and accelerators to improve
its technology practice.
Evosys has more than 1400 OCA FTEs, 26% more than last year. Evosys has 87% of OCA
resources located in APAC, with 1% in NA and 12% in EMEA. It has no resources in LATAM. This
concentration in APAC is influenced by the lower than usual numbers of landed resources during
the pandemic. Staff distribution to products is ACX, 28; ERP, 635; HCM, 539; and SCM, 236. The
top five industries in terms of clients are: professional services, healthcare, engineering,
construction and operations, public sector and industrial machinery components.
Midsize Enterprise Transformation: With many projects and 75% of its revenue coming from
organizations with fewer than 10,000 employees, Evosys has created a good-value, repeatable
offering for midsize enterprises in the industries it targets. It is making significant investments
($2 million) in tools, accelerators and over 100 prebuilt solutions for its target industries. Public
sector, engineering and construction, manufacturing, healthcare and retail are its focus areas.
Technical Migration: Over 35% of Evosys’ 1,400 OCA staff are certified on the OCA products.
Evosys earns more than 70% of its revenue from on-premises to cloud migrations. It has decent
capabilities in test automation and third-party tools, plus access to new technology expertise as a
result of acquisitions. Evosys continues to invest in chatbots, RPA, IoT, AI/ML, and analytics and
autonomous data warehouses to augment its technical delivery capabilities. Clients appreciate
the technical and functional knowledge of its consultants. For clients in the Evosys focus
industries looking for a lower-cost platform migration first step to OCA with limited
transformation, Evosys is a good choice.
Postimplementation Evolution: Evosys still focuses on value-based delivery throughout its

offerings and has built its managed services to focus on making continuous business
improvements instead of just maintaining the status quo. Its deep industry expertise for its focus
industries combined with the additional technology capabilities makes Evosys a good fit in this
use case. This fit extends not only to clients for which it implemented OCA, but also to clients
seeking lower-cost support for platforms implemented by other service providers.
EY
EY is a good fit for clients looking for a single partner that can provide multiple consulting
capabilities with technical OCA skills, but also OCM and industry best practices knowledge. It is
an emerging global OCA service provider among the cohort covered in this research. It is most
suited for clients looking for business transformation-focused engagements in EY’s targeted
industries.
EY has more than 4,700 OCA FTEs, 26% more than last year. EY has 15% of OCA resources
located in APAC, with 78% in NA, 6% in EMEA and 2% in LATAM. It has 23 delivery and solution
centers around the world with Oracle capabilities. Staff distribution to products is ACX, 251; IA,
457; ERP, 2,263; HCM, 373; SCM, 1,255 and other products, 110. The top five industries in terms of
clients are: consumer products, healthcare providers, insurance, professional services and
banking.
Finance Transformation: This is the strongest use case for EY. This use case merges its pre-
existing business consulting and auditing experience with OCA expertise. In addition to finance-
focused Oracle Cloud accelerators created by the company, EY is very capable in general finance
transformation programs. EY engaged in 78 Oracle ERP implementations in the 12 months
covered by this research. Global financial processes standardization enabled through cloud ERP,
AI-enabled customer invoice matching and Oracle Accounting Hub implementation are some of
the examples of features and functions shown as part of these EY capabilities.
Global Business-Led Transformation: EY can be considered as an option for large organizations

embarking on multicountry transformation programs, although EY is still lagging behind the
business consultancies in the global SI space. EY has a high concentration of OCA resources in
North America (78%) but with uneven distribution of those resources. EY possesses some good
reference customer cases showing success with complex global transformations.
Supply Chain Transformation: SCM cloud was the second highest OCA revenue generator in the
last 12 months for EY, only behind ERP cloud. Supply chain and operations is one of the core
pillars of its business transformation vision. Assets such as EY Smart Supply Chain Analytics,
along with SCM cloud skills and industry knowledge compose the main set of capabilities that EY
uses to support such client transformations.
HCL Technologies
HCL is a good fit for clients looking for an experienced Oracle technology provider that will
provide management attention and quality staff to a midsize OCA engagement. It is moving from
the older Oracle technologies but does not as yet match the transformation capabilities that many
of the service providers in this cohort possess. Its strongest use cases are around ongoing
evolution, technology and midsize enterprise. Incumbent users of HCL for managed services may
consider embarking on their Oracle cloud journey with HCL.
HCL has over 800 OCA FTEs, 58% more than last year. HCL has 65% of OCA resources located in
APAC, with 25% in NA and 10% in EMEA. It has no resources in LATAM. HCL is an organization of
almost 200,000 staff and the Oracle practice has over 3,500 FTE. As HCL grows its OCA presence,
it leverages the capabilities of the organization. Staff distribution to products is ACX, 67; IA, 25;
ERP, 3521; HCM, 164; and SCM, 205. The top five industries in terms of clients are: high tech,
manufacturing, life sciences, healthcare and utilities.
Postimplementation Evolution: Although new to OCA engagements, HCL does have a strong
pedigree in delivering managed services. It also understands how it must change those services
and delivery models to provide the ongoing evolution to an installed OCA platform. It is investing
in tools that improve ongoing support such as automation and bots. Additionally, it is investing in
training and changing delivery models to improve this capability. There is still some work to do to
improve the business focus on updates and to move to a strong BizDevOps focus.
Midsize Enterprise Transformation: HCL is a large organization that predominantly serves large
organizations in its client base. HCL receives 63% of new OCA revenue from large clients. As it is
new to OCA it does not, as yet, have the scale to deliver on large, multipillar and multicountry
transformation projects. It is an option for either large organizations looking for a single pillar or
targeted move to cloud, or a midsize organization looking for an organizationwide move to cloud.
Technical Migration: HCL is still at the stage that looks at the OCA implementation as a technical
change focused on the delivery of the resultant platform rather than the business outcome
required. As a result, it can be a good fit for organizations that are limiting the business change
and wanting to implement a standard OCA system with its data loaded and already have a
relationship with HCL. It does not yet have many certifications for the OCA products and will need
to leverage the experienced resources in its Oracle practice. This is a use case that HCL can
cover.
Huron
Huron is a good fit for midsize clients in North America seeking multipillar cloud transformation.
It is one of the smallest OCA service providers in the cohort covered in this research and has
strong capabilities in EPM and ERP implementations. It is most suitable for midsize, finance and
technical migration engagements.
Huron has over 500 OCA FTEs, 7% less than last year. Huron has 66% of OCA resources located in
NA and 34% in APAC. It does not have a wide presence like other providers in EMEA and LATAM.
Staff distribution to products is ERP, 388; HCM, 70; SCM, 50; and other products, 18. The top five
industries in terms of clients are: higher education, banking, retail, healthcare, and energy and
utilities.
Midsize Enterprise Transformation: Huron is a niche provider and a good fit for midsize
enterprises embarking on Oracle cloud transformation programs. It focuses on seven core
industries including financial services, energy and utilities, education and healthcare, and provides
specialized dedicated teams. It is particularly suitable if you are in one of its core industries. It
supports clients with change leadership, service delivery, business process redesign, and
performance improvement. Clients appreciate the partnership mentality that it brings to the
engagement. It is not a good fit for global engagements due to its limited geographic presence
and lack of multilingual skills.
Finance Transformation: Huron gets 73% of its revenue from ERP and EPM implementations
making it a good candidate for finance transformations for midsize clients. It uses accelerators,
industry knowledge, process expertise, and consulting experience to help clients with
transformation. Huron has 213 Oracle Cloud ERP and EPM implementations in the 12 months
covered by this research. It also has a dedicated Oracle cloud business consultancy to help
customers build a transformation roadmap using its preconfigured templates. Given the size of
the company, it has a flexible and collaborative approach and provides talented resources.
Technical Migration: Huron has a high number of Oracle Cloud certifications and has built several
proprietary accelerators for testing, production support, integration, dashboards to streamline
implementation, management and maintenance of Oracle Cloud Applications. It is further

investing in RPA, process mining, data management and analytics to augment its technical
delivery capabilities. Its current capabilities are behind many large providers in this research.
Clients continuously endorse Huron’s technology and process expertise of its consultants.
IBM
IBM is a good fit for midsize to large enterprises seeking a system integrator for multipillar,
multigeography, technically complex OCA transformation programs. IBM has demonstrated an
ability to succeed across the majority of the seven use cases and clients will find them
particularly strong for ongoing evolution services and HR and supply chain transformations.
IBM has over 10,000 OCA FTEs, 12% more than last year. IBM has 50% of its OCA resources
located in APAC, with 24% in EMEA and 26% NA (including LATAM). IBM has 32 global delivery
centers, eight client innovation centers, two global service integration hubs as part of its Oracle
Cloud service delivery capability. Staff distribution to products is ACX, 803; IA, 709; ERP, 4,021;
HCM, 2,675; and SCM, 2,174. The top five industries in terms of clients are: public sector, banking,
manufacturing, insurance and retail.
Postimplementation Evolution: IBM has combined its proven ability with operational excellence
and BizDevOps for this use case. Offering a consumption-based model, it has demonstrated an
operate-on-demand approach for postimplementation evolution. IBM has the flexibility to
customize, and recustomize its model, each quarter, by allowing a selection of automated, plug-n-
play, scale up/down, or turn on/off elements.
Supply Chain Transformation: Through 48 implementations and what it has branded as Supply
Chain 4.0, IBM has focused on improved responsiveness and resiliency within its supply chain
offering. Rethinking the traditional supply chain model, IBM is presenting an integrated ecosystem
to allow and encourage more flexibility, coupled with end-to-end transparency, so that customers
can more agilely address their supply chain transformation.
HR Transformation: With 46 HCM implementations, IBM has re-envisioned its approach to HR

transformation. Demonstrating HR product expertise and technology enablement, IBM provided
multiple examples excelling in this use case. With HR 3.0, it is using trainable AI to drive data-
based decision making.
Infosys
Infosys is a good fit for OCA programs with a different technology landscape, multipillar process
complexities that require specialized skills, cloud competence and industry contextualized
solutions within its industries of focus. Infosys has strong experience in delivering OCA-based
managed services and is steadily building its service delivery toward the BizDevOps model
needed for ongoing SaaS support.
Infosys has approximately 7,000 OCA FTEs, 17% more than last year. Infosys has 28% of OCA
resources located in NA, 4% in EMEA and 68% in APAC. It has no resources in LATAM. Staff
distribution to products is ACX, 1,436; IA, 526; ERP, 2,390; HCM, 1,671; and SCM, 972. Its top five
industries continue to be industrial machinery components, automotive, banking, high tech and
retail.
Technical Migration: Infosys, with its technology-led transformation background, has good
technical ability to help clients migrate older Oracle estates to OCA. Leveraging its Cobalt
framework that includes time tested methodologies, IPs, solution sets, tools and accelerators,
Infosys can fast track such migration programs. For clients looking to evolve their systems and
reduce technical debt by leveraging Oracle Cloud in conjunction with other next-generation
technologies, Infosys is a good choice as a service provider.
Midsize Enterprise Transformation: Infosys is a good choice for midsize customers having 1,000
to 10,000 employees. It tailors its solution to the specific needs of this segment for its scale, time
and price. Its cloud transformation program, “ACT Lite,” developed specifically for midsize
enterprises, allows customers in this segment to accelerate their OCA transformation programs
with innovative pricing schemes like catalog-based pay-per-module. Customers in these
segments who are price-sensitive and require quicker execution cycle cite Infosys as one of their
chosen partners.
Postimplementation Evolution: Infosys has built strong capability and offerings to further evolve
OCA implementations for its clients by focusing on BizDevOps, industry processes and products,
operational excellence, organizational change management and technology enablement. Infosys’
solution set provides a comprehensive analysis of Oracle patches, which allows it to present
various postimplementation evolution options for its clients.
Inspirage
Inspirage is a good fit for midsize and larger product-based organizations that are looking for
supply chain and finance transformation. It is a midsize service provider in the cohort covered in
this research with strong capabilities in supply chain management.
Inspirage has almost 700 OCA FTEs, 18% more than last year. Inspirage has 55% of its OCA
resources located in APAC, 39% in NA and 7% in EMEA. It has no resources in LATAM. Staff
distribution to products is ACX, 49; IA, 94; ERP, 196; HCM, 19; and SCM, 311. The top five
industries in terms of clients are: consumer products, life sciences, high tech, industrial
machinery and retail.
Supply Chain Transformation: Inspirage is a preferred provider for product-based industries with
challenging supply chain initiatives. It had 72 Oracle SCM implementations in the 12 months
covered by this research. It helps clients with core supply chain, planning optimization,
warehousing and transportation, and product life cycle management. It further provides support
with ACX service configurators, e-commerce and analytics capabilities. Clients appreciate the
exceptional product and industry knowledge that it brings to the engagements.
Midsize Enterprise Transformation: Inspirage is a good fit for midsize enterprises looking for
Oracle Cloud transformations. It has a relatively smaller practice as compared to other providers
in this research. Inspirage has invested in over 200 industry solutions with continued investment
in its In2Cloud program, which includes three to six months of managed services to support
customers with cloud evolution. Its OCM and training services are tiered to meet the needs and
budgets of midsize enterprises and includes predefined training assets and OCM strategy. Many
customers view Inspirage as a strategic partner given its expertise on Oracle Cloud.
Technical Migration: With almost as many OCA certifications as OCA FTE, Inspirage has one of
the highest certification densities among this cohort. Customers seeking a migration to SaaS that
focuses on implementing an OCA platform, while minimizing any business change needed, will
find Inspirage a good partner.
KPMG
KPMG is a good fit for large and midsize global enterprises seeking global business-led
transformation, finance transformation and HR transformation services. Because broader
functional consulting and technical capabilities are essential in some of the other use cases,
KPMG is a better fit for the aforementioned use cases.
KPMG has over 5,300 OCA FTEs, 10% more than last year. KPMG has 63% of its OCA resources
located in NA, with 24% in APAC, 11% in EMEA and 2% in LATAM. It has set up 12 innovation labs,
13 insight centers, 20 ignition centers and 16 delivery centers in over 50 locations. Staff
distribution to products is ACX, 398; IA, 205; ERP,2910; HCM,818; SCM, 987. The top five
industries in terms of clients are retail, high tech, banking, consumer products and travel.
Global Business-Led Transformation: With its understanding of business processes in this area, it
was able to modernize the processes and financial systems across a number of global offices for
large financial services firms in the past year. The deployment utilized its Powered Enterprise
solution for a single release across multiple locations rather than an elongated phased rollout. It
met its customers’ objectives by providing processes that better addressed security and
compliance needs as well as utilized more updated financial reporting metrics.
Finance Transformation: KPMG is a good fit for finance transformations because of its long-
standing focus in this area, and the number of assets and accelerators it has developed that
focus on automating and enhancing analytics processing. While its industry solutions continue to
need more custom development than expected, it is clearly invested in this area as seen in its 7%
investment back into the practice (proportionally higher than any of their cohorts). And a great
deal of its investments are in enhancing its Powered Enterprise solutions, which lean heavily into
supporting finance and HR processes.
Supply Chain Transformation: KPMG has some good examples of successful multicountry SCM
rollouts. Powered Enterprise solutions, with its integration extensions and dashboards, allows it to
align and integrate enterprise SCM functions; i.e., order management, warehouse management,
supply planning, replenishment planning, procurement. It further provides a digital modernization
to outdated SCM systems and reduction of manual processes to gather more reliable and
consistent data for analytics.
LTI
LTI is a good fit for clients looking for a partner that can provide a balanced composition of less
complex technical domain transformations. LTI is an emerging OCA service provider in the cohort
covered in this research and it is most suited for clients looking for OCA-centered engagements in
their targeted industries.
LTI has more than 1,700 OCA FTEs, 33% more than last year. LTI has 81% of OCA resources
located in APAC, with 12% in NA and 6% in EMEA. It has a small number of resources in LATAM. It
has 35 delivery centers and 12 digital labs around the world with Oracle capabilities. Staff
distribution to products is ACX, 183; IA, 122; ERP, 790; HCM, 186; SCM, 225; and other products,
200. The top five industries in terms of clients are: industrial machinery and components, banking,
engineering and construction, life sciences and oil & gas.
Midsize Enterprise Transformation: This is the strongest use case for LTI. Its heavy investment in
accelerators and delivery assets brings leverage to support midsize customers through OCA
transformation journeys. Customer references cited usage of LTI’s Enclose toolset, a guided
implementation methodology that includes OCM assets, to support application and process
modernization through OCA. Industry assets and prebuilt PaaS extensions, along with its
preconfigured OCA instances, other elements support its interesting track record for this use
case.
Technical Migration: It cites the availability of more than 20 assessment and design assets for
quicker OCA deployments. LTI has also set up experience centers for rapidly prototyping and
demonstrating connected PaaS solutions. Technical assets for one-click legacy data migration
(JD Edwards, EBS, PeopleSoft and Siebel) and methodologies for remote delivery (Canvas xFH)
help streamline technical migrations delivered by LTI.
Postimplementation Evolution: LTI has a long history in providing traditional managed services for
legacy Oracle applications, and is investing in providing postimplementation support for Oracle
Cloud. PaaS development factory (including automated Agile/DevOps approach), cloud
enhancements, regression test frameworks and prebuilt report repository on Oracle Analytics
Cloud are cited as part of that model. Its delivery model is heavily based on supporting clients to
continuously extend its initial implementation architecture, which makes clients looking for a
more business-driven continuous improvement model feel a bit underwhelmed.
Oracle
Oracle Services is a good fit for enterprises of all sizes seeking best-in-class OCA product
knowledge for more technically focused implementations and ongoing evolution services. Oracle
has greatly improved on the siloed organization it previously had in delivery and geography. Oracle
Consulting (OC) now coordinates with Oracle Advanced Customer Services (ACS) across
geographies to deliver an end-to-end service excelling in technical migration, midsize enterprise
transformation and postimplementation evolution services.
Oracle has over 7,200 OCA FTEs, 60% more than last year. Oracle has 46% of OCA resources
located in APAC, with 21% in NA, 22% in EMEA and 11% in LATAM. It has 19 global delivery and
innovation centers providing OCA services. Staff distribution to products is ACX, 974; IA, 1,192;
ERP, 2,580; HCM, 1,473; SCM 817; and other products, 228. The top five industries in terms of
clients are: entertainment, travel, engineering, life sciences and banking.
Technical Migration: Oracle excels in the oracle technical migration use case with its strong OCA
product knowledge and technical enablement capabilities. Oracle has grown its OCA dedicated
staff by 60% in this period and has very high OCA certification numbers. The ability to closely
work with the product development teams at Oracle also helps solve difficult technical problems.
As all OCA clients need to engage with Oracle to purchase the product and it can be a good
choice for the technical migration as well. In some cases, it will also partner with a larger
business consulting organization that will cover the business transformation activities.
Midsize Enterprise Transformation: Oracle is also a good choice for small and midsize enterprises
with less complex transformation engagements. With 33% engagements with organizations of
less than 1,000 FTE and 36% with midsize and very many implementations, it is a good choice for
organizations buying OCA from Oracle and then wanting to hold Oracle accountable to implement
the new platform for them. Its True Cloud Method includes a set of over 2,700 assets, ranging
from best-practice configurations and test scripts to preconfigured, industry-specific
environments.
Postimplementation Evolution: With ACS taking on the ongoing services after implementation by
Oracle Consulting, it has created a compelling new service for this use case. For clients wishing to
reduce the number of suppliers involved, purchasing the ACS managed ongoing services to
supplement the subscription they pay that provides underlying product support is a good option.
Oracle has significantly improved its offering this period; it is uniquely positioned to provide
technical and functional insight into the upcoming changes. Clients noted that attention must be
paid to onboarding the ACS staff on completion of the consulting based implementation.
PwC
PwC is a good fit for large clients seeking global business-led or finance transformation services.
Clients in fast growing and upper midsize customers in certain industries. PwC’s approach to
microverticals, which includes preconfigured business models and technology assets to support
accelerated OCA enablement, has delivered good results for a rapidly increasing customer base.
PwC has significantly accelerated its OCA capabilities over the 12 months covered in this
research.
PwC has more than 5,400 OCA FTEs, 36% more than last year. PwC has 44% of OCA resources
located in APAC, with 44% in NA, 11% in EMEA and 1% in LATAM. It has eight delivery centers and
three solution factories around the world with Oracle capabilities. Staff distribution to products is
ACX, 203; IA, 126; ERP, 2,919; HCM, 1,363; and SCM, 835. The top five industries in terms of clients
are: banking, insurance, high tech, healthcare and industrial machinery and components.
Finance Transformation: PwC’s market positioning of its CFO advisory services, along with
consistent OCA capabilities, explains its strong positioning in this use case. PwC has a number of
customer references to showcase in this use case. Cited customer references sit in a diverse
range of industries, as well as in multiple country deployments. PwC has proprietary tools to
support clients looking for OCA-enabled Finance Transformation.
Global Business-Led Transformation: Global enterprise clients may find PwC’s comprehensive
offering, which includes experience within tax and auditing in global business scenarios,
compelling. However, given its OCA skills concentration in North America and APAC, customers
need to understand how much PwC’s capabilities match their regional and local needs for project
support.
HR Transformation: Although not as many as the finance engagements, PwC completed over 80
HR engagements in the last 12 months. PwC continues to target micro vertical industry segments
for a simpler HR transformation offering. Preconfigured models, business process maturity
assets (LEAP) and digital business journey frameworks (BXT) enable customers in those
industries to adopt OCA through simpler fit-for-purpose models.
TCS
TCS is a good fit for clients looking for a good value mix of technical and consulting skills for end-
to-end-OCA based services globally leveraging an offshore delivery model. Based on strong
growth over 12 months, TCS is now in the top five of OCA service providers in the cohort covered
in this research based on revenue. TCS has strong capabilities on all products and use cases but
is most suited for clients looking for effective OCA services or larger multi-country
implementations at a good price point. This analysis highlights its large project, ongoing services
and midsize enterprise capabilities.
TCS has over 9,500 OCA FTEs, 46% more than last year. TCS has 71% of OCA resources located in
APAC, with 14% in NA, 13% in EMEA and 2% in LATAM. TCS is an organization of over 500,000
staff and the Oracle practice has over 23,500 FTE currently. As TCS grows its OCA presence, it
leverages the capabilities outside the Oracle practice. Staff distribution to products is ACX, 2,410;
IA, 310; ERP, 4,041; HCM, 1,829; SCM, 895; and other products, 76. The top five industries in terms
of clients are: telecommunications, banking, engineering, utilities and insurance.
Global Business-Led Transformation: TCS is a good option for organizations embarking on large
multinational transformation programs. It has a broad global presence (31 countries) combined
with its emerging business capabilities. TCS has invested in tools and accelerators that it brands
Crystallus and, as a result, it is closing the gap on the leaders in this market. Multiple clients
appreciated their collaboration with TCS and remarked on the flexibility, creative nature and
attitude of the staff provided. As a caution point, clients cited communication issues when
working remotely with TCS on global transformation programs.
Midsize Enterprise Transformation: With a mainly remote delivery model, good technical skills and
easier engagement processes, TCS has 41% of its total OCA revenue with small and midsize
organizations. TCS offers low cost assessments and has a 70% conversion rate on the roadmaps
provided. To better serve this segment, it leverages prebuilt adapters and assets to offer fixed
price, rapid deployments.
Postimplementation Evolution: In the last year, TCS started re-imagining its AMS delivery model.
This has now matured into what TCS calls NextGenOps. TCS understands that ongoing services
for OCA involves evolving the business capabilities of the product not just “keeping the lights on.”
It offers flexible and innovative pricing models and a much lower cost of ownership than
traditional support models. Over 60% of clients that implement OCA using TCS stay on with them
for postimplementation evolutions services.
Tech Mahindra
Tech Mahindra is suitable for clients looking for midsize enterprise transformation, technical
migration and postimplementation evolution services. Its range of automated assets and
accelerators make it an option for these use cases. Tech Mahindra is investing in improving its
OCA capabilities and has spent $3 million in enhancing its Oracle specific COEs over the last 12
months.
Tech Mahindra has almost 3,657 OCA FTEs, 17% more than last year. Tech Mahindra has 66% of
its OCA resources located in APAC, with 24% in NA, 6% in EMEA and 4% in LATAM. Staff
distribution to products is ACX, 266; IA, 308; ERP, 861; HCM, 828; SCM, 932; and other products,
462. The top five industries in terms of clients are: telecommunications, public sector, retail,
automotive and hi-tech.
Midsize Enterprise Transformation: This is Tech Mahindra’s strongest use case. Tech Mahindra’s
pre-configured automated solutions has improved its capability to deliver midsize enterprise
transformation. Sixty-seven percent of its revenue is from small and midsize customers. It also
continues to invest and develop its tools for OCA engagements, grouped under CAMEO and with
technical migration tools prepared to handle EBS, PeopleSoft and JD Edwards workloads (RACE).
Technical Migration: Tech Mahindra uses a collection of tactical technology assets that enable
clients with minor transformation needs to migrate from existing on-premises Oracle applications
to OCA. ERP Edge Plus, ASCOT and CAMEO are its cloud migration framework, which leverages
its EPSELON and Process Maturity Assessment Framework for automated assessment of the
current on-premises application; its RACE solution for data migration; and its proprietary MAGiX
tool for automated functional and regression testing. Fifty-four percent of its revenue came from
technical services in the 12 months covered by the research. With all these offerings, it has
created cloud migration journeys from on-premises for applications like EBS, JD Edwards and
PeopleSoft.
Postimplementation Evolution: Tech Mahindra’s approach to managing OCA updates are

technology and process driven. Tech Mahindra has developed and enhanced a range of fully
automated testing solutions such as MAGiX and updates management solution EPSELON to
continuously enhance its services for its clients. Twenty-six percent of its revenue came from
postimplementation services in the 12 months covered by the research. Clients should ensure
they contract for continuous improvement and evolution of cloud implementations rather than
traditional break fix support.
Wipro
Wipro is a good fit for end-to-end life cycle management of OCA engagements. Backed with
sizable investments in building its Oracle practice including acquisitions relevant for Oracle in the
past 12 months (Capco, Ampion and 4C), Wipro is building upon its capabilities to help its clients
in their Oracle Cloud journeys.
Wipro has around 6800 OCA FTEs, 57% more than last year. Wipro has 55% of its OCA resources
in APAC, 27% in NA, 14% in EMEA and 3% in LATAM. It has five Oracle innovation hubs backed
with 33 delivery centers with Oracle capabilities. Staff distribution to products is ACX,1,120; IA,
211; ERP, 2,841; HCM, 1,448; SCM,832 and other products, 343. Its top five industries in terms of
clients are: high tech, utilities and energy, retail, industrial machinery components and banking.
Technical Migration: It takes client feedback into consideration while augmenting its solutions
and productizing customer solutions that it builds for a specific client allowing for best practices
to be deployed across other clients.
Finance Transformation: Almost 50% percent of its implementations were ERP implementations.
It notes more than 2,800 ERP consultants and over 2,000 ERP certifications within its practice.
Wipro uses its own interpretation of enterprise agile called Zoom to Cloud to lead the global
business-led transformation programs for its customers. Its Adopt vs Adapt templatization and
global rollout execution model allows it to help its clients as they transform their finance business
using OCA.
Postimplementation Evolution: Wipro’s “Thrive in the Cloud” methodology allows it to service its
clients with postimplementation needs from core business support to training requirements. Its
update management methodologies are well established. Wipro is offering some of the required
newer flexible commercial arrangements for OCA engagements, such as a pay for use breakdown
service and service plan to cover quarterly updates.
Context
This Critical Capabilities research is a companion note to Magic Quadrant for Oracle Cloud
Application Services, Worldwide. It focuses on 10 critical capabilities for success across seven
use cases:
■ Global Business-Led Transformation
■ Midsize Enterprise Transformation
■ Postimplementation Evolution
■ Finance Transformation
■ HR Transformation
■ Supply Chain Transformation
■ Technical Migration
This Critical Capabilities addresses the worldwide Oracle Cloud Application service capabilities of
providers that meet our criteria for inclusion. The evaluation of providers in this Critical
Capabilities is based on factors determined by Gartner as being relevant to the market for OCA
services. This Critical Capabilities is a point-in-time analysis, with all the provider profiles
reflecting the status as of December 2021. Quantitative data collected was for a 12-month period
ending on 30 June 2021.
When considering Oracle implementation partners for an RFI or an RFP, clients are advised not to
simply select providers at the top of the Critical Capabilities listing. A provider may appear in
different positions for different use cases, based on Gartner’s extensive analysis across the full
service life cycle in many industries and other criteria. However, for any given deal, a client
company’s selection criteria will be narrower and more specific. Consequently, providers
positioned anywhere along the use cases may prove to be more appropriate for a particular
engagement.
Additionally, because the inclusion criteria in this research result in the analysis of the largest
providers in the OCA service market, clients should not disqualify any potential competitors
simply because they do not appear in this Critical Capabilities report. Other IT service providers
not evaluated in this report may present better alternatives for your business requirements. A
Gartner analyst can help with a shortlist of the most suitable candidates based on client
requirements.
Use the Critical Capabilities report as a tool to help inform your shortlist and evaluation of
providers. However, do not discount a provider simply because of its use-case placement, or
because it does not appear in this research.
Product/Service Class Definition

Gartner defines Oracle Cloud Applications (OCA) services as only those services associated with
the products under Oracle Fusion Cloud Applications, also known as SaaS. This means
consultancy, migration, implementation, ongoing service, postimplementation evolution and
optimization services To qualify, each vendor project must have an “anchoring” OCA product from
at least one of the following Oracle “Fusions” solutions:
■ ACX
■ IA
■ ERP
■ HCM
■ SCM
This Critical Capabilities evaluates the worldwide capabilities of providers. It provides metrics at a
regional level, and is grouped within North America, Latin America, Asia/Pacific and EMEA.
This Critical Capabilities does not cover other Oracle services, such as:
■ All application services related to Oracle products outside those Oracle Cloud Applications
identified above (for example, NetSuite is not included in this analysis)
■ All activities relating to business process outsourcing
■ All ongoing infrastructure and hosting-only services, such as infrastructure as a service

(IaaS)/platform as a service (PaaS) or cloud infrastructure and platform services (CIPS)
■ Any physical — on-premises and cloud — compute assets’ associated revenue
■ Product-only activities, such as from the resale of Oracle licenses or the vendor’s third-party
products
(See Note 1 for a list of industries included in this Critical Capabilities).
Critical Capabilities Definition
BizDevOps
This critical capability focuses on the provider’s ability to harmonize technology and business,
respond to changing business dynamics, and enable evolving the SaaS product within the client’s
organization in a way that achieves demonstrable business outcomes.
BizDevOps is not about technology by itself. It’s about enabling an organization to handle
transformational and execution-focused demand within teams, where internal business and IT
resources collaborate with external service provider resources to ensure that technology —
including products and services — continuously aligns to business objectives.
BizDevOps capabilities are measured against:
■ What business offerings and options are provided as part of the advisory, implementation and
postdeployment processes
■ How ongoing client business requests and proposals are effectively, efficiently and rapidly
delivered within the SaaS environment or via communication with Oracle
■ How business and client knowledge is captured, actioned and maintained within the ongoing
delivery organization
Industry and Process Expertise
This critical capability focuses on the provider’s ability to implement solutions embedded with
intellectual capital and knowledge of the client’s industry as well as business process
reengineering focused on process excellence.
Industry and process expertise capabilities are measured against:
■ The provider’s investments in industry and process assets — such as preconfigured processes
and industry-specific enhancements
■ Experience and approach to business process reengineering
■ The way that business knowledge is captured and maintained within the Oracle implementation
delivery organization
■ The client’s access to industry-specific functional experts
Operational Excellence
This critical capability focuses on the provider’s ability to orchestrate the necessary people, tools
and methodologies to effectively and efficiently deliver OCA solutions globally.
Operational excellence capabilities are measured against:
■ The investments in resourcing globally, regionally and by country. These investments also
subsume talent management, staff attraction and retention, knowledge management,
partnerships with clients, and educational institutions.
■ The investment in, and delivery against, standardized measures.
■ The investment in new technology, tools and reusable assets.
■ Ability to attract and grow talent to deliver OCA solutions.
Organizational Change Management
This critical capability focuses on the provider’s ability to manage the change (organizational and
process) of the new solution within the client’s organization.
Organizational change management capabilities are measured against:
■ Investments in business OCM methodologies and resources
■ A track record of helping stakeholders from both IT and the business to agree on a set of
business objectives and standard processes
■ Track record of successfully designing and implementing OCM that results in documented
value-oriented organizational change (for example, faster adoption, process rationalization,
efficiency and/or productivity gains)
Updates Management
This critical capability focuses on the provider’s ability to introduce and realize support for the
client in an ongoing manner that continuously improves and delivers value.
Capabilities in updates management are measured against:

■ Ability to support the frequent upgrades of the SaaS products by Oracle
■ Investments in automation across the Oracle management service stack, including industry-
specific automation investments
■ The continued ability to optimize the service delivery organization, processes and procedures;
the documentation (for example, operation manuals and service delivery plans); and the way in
which improvements are prioritized
Midsize Enterprise Engagement
This critical capability focuses on the provider’s ability and desire to engage with midsize
enterprises.
Capabilities in midsize enterprise engagement are measured against:
■ Proportion of business done with organizations that have between 1,000 and 10,000
employees
■ Ability to support midsize enterprises with technology migration or transformation initiatives
■ Client examples of the solutions delivered across multiple regions and industries
HR Product Expertise
This critical capability focuses on the provider’s ability to implement HR solutions and to
demonstrate a deep understanding of the processes and characteristics of Oracle Cloud HCM.
HR product expertise capabilities are measured against:
■ Knowledge of best practices and requirements for Oracle HCM implementation
■ Preconfigured solutions for example problems found within HCM implementations
■ Method of capturing and maintaining domain knowledge within the Oracle Cloud
implementation delivery organization
■ Number of certified Oracle Cloud HCM experts
Finance Product Expertise
This critical capability focuses on the provider’s ability to implement finance solutions and to
demonstrate a deep understanding of the processes and characteristics of Oracle Cloud ERP and
EPM.
Finance product expertise capabilities are measured against:
■ Knowledge of best practices and requirements for Oracle ERP and EPM implementation
■ Preconfigured solutions for example problems found within ERP implementations
■ Number of certified Oracle Cloud ERP and EPM experts
Supply Chain Expertise
This critical capability focuses on the provider’s ability to implement supply chain solutions and to
demonstrate a deep understanding of the processes and characteristics of Oracle Cloud SCM.
Supply chain expertise capabilities are measured against:
■ Knowledge of best practices and requirements for Oracle Cloud SCM implementation
■ Preconfigured solutions for example problems found within SCM implementations
■ Number of certified Oracle Cloud SCM experts
Technology Enablement
This critical capability focuses on the provider’s ability to implement the OCA product to enable
business benefits. Providers with more experience and expertise in Oracle Cloud Applications will
be better able to address this criterion.
Technology enablement capabilities are measured against:
■ The provider’s investments in new technology, tools and reusable assets and R&D
■ The provider’s aptitude in implementation solutions and delivery
Use Cases
Global Business-Led Transformation
Global business-led transformations engage business, functional and IT groups. They reshape
business functions to deliver higher value with demonstrable business outcomes.
Global Business-Led Transformations can involve multiple OCA products (ACX, IA, ERP, HCM and
SCM). This can potentially be done in a phased rollout across multiple geographies.
This use case includes all services contracted as part of the OCA implementation including
organization change management, impact assessment and roadmap and business case
development.
Midsize Enterprise Transformation
Midsize enterprise transformations are discrete, project-based deployments of OCA products.

They can be based in a single country or have a wider but single regional scope.
Midsize enterprise transformations are driven by IT and business leaders in midsize organizations
(with revenue between $50 million and $1 billion). They can involve one or multiple OCA products
(ACX, IA, ERP, HCM and SCM).
They focus on a fast and lower cost business outcome, often evolving into an ongoing
optimization and support contract.
This includes all services contracted as part of the move to OCA products.
Postimplementation Evolution
Post implementation evolution comprises the ongoing services, optimization and management
provided in support of an implemented OCA product.
It is important to distinguish postimplementation evolution for SaaS products from application

management services (AMS). The SaaS product environment is very different from a traditional
AMS environment. Unlike the AMS environment, the SaaS environment is regularly updated and
regenerated with new features and functionality. These would include ongoing functional,
business, process optimization, process engineering and OCM Capabilities.
Finance Transformation
Finance transformations are driven by IT and finance leaders centered on Oracle ERP products
with a focus on finance business outcomes.
Finance transformations are major capability changes, focused on finance business outcomes
using Oracle Cloud products at the center. They can be based in a single country or have a wider
scope and often evolve into an ongoing optimization and support contract.
HR Transformation
HR transformations are driven by IT and HR leaders centered on Oracle HCM products with a
focus on HR business outcomes.
HR transformations are major capability changes, focused on HR business outcomes using

Oracle Cloud products at the center. They can be based in a single country or have a wider scope
and often evolve into an ongoing optimization and support contract.
Supply Chain Transformation
Supply chain transformations are driven by IT and supply chain leaders centered on Oracle SCM
products with a focus on supply chain business outcomes.
Supply chain transformations are major capability changes focused on supply chain business
outcomes using Oracle Cloud products at the center. They can be based in a single country or
have a wider scope and often evolve into an ongoing optimization and support contract.
Technical Migration
Technical migrations are driven by IT and technical decision makers, typically center on a single
OCA product (ACX, IA, ERP, HCM or SCM) and focus on technology outcomes.
Technical migrations are discrete, project-based deployments of OCA products with a focus on
providing tools and accelerators for technology conversion with limited or no focus on business
transformation.
This use case includes all services contracted as part of the OCA implementation and focuses on
successful project implementation.
Vendors Added and Dropped

We review and adjust our inclusion criteria for Critical Capabilities as markets change. As a result
of these adjustments, the mix of providers in any Critical Capabilities may change over time. A
provider’s appearance in a Critical Capabilities one year and not the next does not necessarily
indicate that we have changed our opinion of that provider. It may be a reflection of a change in
the market and, therefore, changed evaluation criteria, or of a change of focus by that provider.
Added
■ HCL Technologies
Dropped
■ None
Inclusion Criteria
This Critical Capabilities is a companion report to Magic Quadrant for Oracle Cloud Application
Services, Worldwide. These two reports use the same provider inclusion criteria. Thus, the
providers analyzed in this Critical Capabilities document are the same as those analyzed in the
Magic Quadrant.
The criteria for inclusion of service providers for this Critical Capabilities are based on a
combination of quantitative and qualitative measures.
The inclusion criteria represent the specific attributes that analysts believe are necessary for
inclusion in this research.
Quantitative Criteria
Service vendors included in this Critical Capabilities must satisfy all three of the following
quantitative criteria:
■ A minimum of at least two Oracle Cloud Application products with new implementation
projects.
■ A minimum of two of four geographies (NA, EMEA, APAC and LATAM) with new
implementation customers.
■ A minimum of $80 million annual worldwide revenue during the period of 1 July 2020 through
30 June 2021 for Oracle Cloud Application services only.
Qualitative Criteria
■ Overall market interest in and visibility of the service vendor as determined by serious
consideration for selection from enterprise clients.
■ Gartner analysts’ interactions with enterprise buyers, which reveal interest in specific Oracle
Cloud Application service vendors.
■ Broad capabilities and technical/package expertise in combination with domain and process
knowledge of the Oracle Cloud Application suite.
Table 1: Weighting for Critical Capabilities in Use Cases
Global Midsize
Critical Postimplementation
Business-Led Enterprise
Capabilities Evolution
Transformation Transformation
BizDevOps 20% 5% 15%
Industry and 25% 5% 5%

Process
Expertise
Operational 10% 0% 20%

Excellence
Global Midsize
Critical Postimplementation
Business-Led Enterprise
Capabilities Evolution
Transformation Transformation
Organizational 20% 0% 0%
Change
Management
Updates 0% 0% 45%
Management
Midsize 0% 45% 0%
Enterprise
Engagement
HR Product 5% 5% 5%
Expertise
Finance Product 5% 5% 5%
Expertise
Supply Chain 5% 5% 5%
Expertise
Technology 10% 30% 0%

Enablement
As of 7 March 2021
This methodology requires analysts to identify the critical capabilities for a class of
products/services. Each capability is then weighted in terms of its relative importance for specific
product/service use cases.
Critical Capabilities Rating
Each of the products/services has been evaluated on the critical capabilities on a scale of 1 to 5;
a score of 1 = Poor (most or all defined requirements are not achieved), while 5 = Outstanding
(significantly exceeds requirements).
Table 2: Product/Service Rating on Critical Capabilities
Critical
Accenture Capgemini Cognizant Deloitte
Capabilities
BizDevOps 4.1 3.5 2.6 4.1
Industry and 4.0 3.0 3.2 4.3

Process
Expertise
Operational 3.8 3.2 2.9 3.7

Excellence
Organizational 4.3 3.0 2.6 4.0

Change
Management
Updates 2.6 3.1 2.9 3.1

Management
Midsize 2.2 2.4 2.9 2.2

Enterprise
Engagement
HR Product 3.5 2.7 3.5 3.6

Expertise
Finance Product 3.0 2.9 3.3 3.7

Expertise
Supply Chain 3.0 2.7 2.6 4.1

Expertise
Critical
Accenture Capgemini Cognizant Deloitte
Capabilities
Technology 2.9 3.5 3.7 2.5

Enablement
As of 7 March 2021
Table 3 shows the product/service scores for each use case. The scores, which are generated by
multiplying the use-case weightings by the product/service ratings, summarize how well the
critical capabilities are met for each use case.
Table 3: Product Score in Use Cases
Use Cases Accenture Capgemini Cognizant Deloitte
Global Business- 3.83 3.14 2.97 3.89

Led Transformation
Midsize Enterprise 2.74 2.87 3.18 2.73

Transformation
Postimplementation 3.22 3.13 2.91 3.54

Evolution
Finance 3.41 3.05 3.18 3.72

Transformation
HR Transformation 3.55 3.00 3.33 3.49
Supply Chain 3.46 2.96 2.86 3.93

Transformation
Use Cases Accenture Capgemini Cognizant Deloitte
Technical Migration 3.07 3.25 3.45 3.01
As 7 March 2021
To determine an overall score for each product/service in the use cases, multiply the ratings in
Table 2 by the weightings shown in Table 1.
Acronym Key and Glossary Terms

AI artificial intelligence
APAC Asia/Pacific
COE center of excellence
EMEA Europe, the Middle East and Africa
FTE full-time equivalent
IoT Internet of Things
KPI key performance indicator
LATAM Latin America
M&A merger and acquisition
ML machine learning
NA North America
Oracle EBS Oracle E-Business Suite
RPA robotic process automation

UX user experience
Evidence
Evaluation in this Critical Capabilities is informed by:
■ Gartner client interactions — Gartner inquiries between user organization clients and sourcing,
procurement and vendor management analysts on service vendors relating to Oracle services
and products and Oracle implementations over the 12 months (February 2021 through January
2022).
■ Gartner client interactions — In the same period, more than 40% of Gartner’s inquiries
discussing cloud ERP were considering Oracle.
■ Primary research — Feedback from 168 Peer Insight submissions.
■ Primary research — A 60-minute vendor briefing from each participating service vendor
addressing capability proof points of each evaluation criterion in the Magic Quadrant.
■ Secondary research — Press releases and publicly available information, including company
websites and financial reports.
■ Other Gartner analysts — Peer review by eight Gartner analysts. Their views and comments
were considered. In addition, this research was reviewed at internal research community
sessions.
■ Gartner Peer Insights and inquiries — Gartner’s analysis in this Magic Quadrant is also based
on customer responses. Gartner Peer Insights reviews (at the time of writing) and inquiry
interactions. We considered reviews from Gartner Peer Insights Oracle Cloud Application
Services, Worldwide posted from February 2021 through January 2022.
Note 1: Industries
This Critical Capabilities addresses the capabilities of the included providers in the following 27
industries:
■ Aerospace and Defense
■ Agriculture
■ Automotive
■ Banking
■ Chemicals
■ Consumer Products
■ Defense and Security
■ Engineering, Construction and Operations
■ Healthcare (Providers)
■ High Tech
■ Higher Education and Research
■ Industrial Machinery and Components
■ Insurance
■ Life Sciences
■ Media
■ Mill Products
■ Mining
■ Not for Profit
■ Oil and Gas
■ Professional Services
■ Public Sector
■ Retail
■ Sports and Entertainment
■ Telecommunications
■ Travel and Transportation
■ Utilities and Energy
■ Wholesale Distribution
Critical Capabilities Methodology

This methodology requires analysts to identify the critical capabilities for a class of products or
services. Each capability is then weighted in terms of its relative importance for specific product
or service use cases. Next, products/services are rated in terms of how well they achieve each of
the critical capabilities. A score that summarizes how well they meet the critical capabilities for
each use case is then calculated for each product/service.
"Critical capabilities" are attributes that differentiate products/services in a class in terms of their
quality and performance. Gartner recommends that users consider the set of critical capabilities
as some of the most important criteria for acquisition decisions.
In defining the product/service category for evaluation, the analyst first identifies the leading uses
for the products/services in this market. What needs are end-users looking to fulfill, when
considering products/services in this market? Use cases should match common client
deployment scenarios. These distinct client scenarios define the Use Cases.
The analyst then identifies the critical capabilities. These capabilities are generalized groups of
features commonly required by this class of products/services. Each capability is assigned a level
of importance in fulfilling that particular need; some sets of features are more important than
others, depending on the use case being evaluated.
Each vendor’s product or service is evaluated in terms of how well it delivers each capability, on a
five-point scale. These ratings are displayed side-by-side for all vendors, allowing easy
comparisons between the different sets of features.
Ratings and summary scores range from 1.0 to 5.0:
1 = Poor or Absent: most or all defined requirements for a capability are not achieved
2 = Fair: some requirements are not achieved
3 = Good: meets requirements
4 = Excellent: meets or exceeds some requirements
5 = Outstanding: significantly exceeds requirements
To determine an overall score for each product in the use cases, the product ratings are multiplied
by the weightings to come up with the product score in use cases.
The critical capabilities Gartner has selected do not represent all capabilities for any product;
therefore, may not represent those most important for a specific use situation or business
objective. Clients should use a critical capabilities analysis as one of several sources of input
about a product before making a product/service decision.
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and its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior
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Critical Capabilities For Oracle Cloud Application Services Worldwide 2022

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Critical Capabilities For Oracle Cloud Application Services Worldwide 2022

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Critical Capabilities for Oracle Cloud Application

By Alan Stanley, Denis Torii, and 4 more

In implementing Oracle Cloud Applications, many enterprises struggle to select a service

Strategic Planning Assumptions

What You Need to Know

■ Advertising and customer experience (ACX)

■ Industry applications (IA)

■ Human capital management (HCM)

■ Supply chain management (SCM)

■ Industry and process expertise

■ Midsize enterprise engagement

■ Finance product expertise

■ Supply chain expertise

■ The information it provided as part of the Critical Capabilities research process

■ Client feedback in Gartner Peer Insights

■ Gartner analyst opinion based on market knowledge

■ Global business-led transformation

■ Midsize enterprise transformation

■ Supply chain transformation

Vendors’ Product Scores for Global Business-Led Transformation

Source: Gartner (April 2022)

Vendors’ Product Scores for Technical Migration Use Case

Source: Gartner (April 2022)

Vendors’ Product Scores for Midsize Enterprise Transformation

Source: Gartner (April 2022)

Vendors’ Product Scores for Finance Transformation Use Case

Source: Gartner (April 2022)

Vendors’ Product Scores for Postimplementation Evolution Use

Source: Gartner (April 2022)

Vendors’ Product Scores for HR Transformation Use Case

Source: Gartner (April 2022)

Vendors’ Product Scores for Supply Chain Transformation Use

Source: Gartner (April 2022)

Global Business-Led Transformation: Accenture is a strong option for large organizations

HR Transformation: Accenture’s HR consulting expertise, combined with its in-country strength

Postimplementation Evolution: Capgemini has strong expertise in Updates Management,

Technical Migration: Cognizant continues to show strengths in technology enablement. In core

Postimplementation Evolution: With a combination of technology and business consulting assets

postimplementation evolution offering. Using its agile-based and design-thinking-led

Postimplementation Evolution: DXC has a mature offering for postimplementation services to

Postimplementation Evolution: Evosys still focuses on value-based delivery throughout its

Global Business-Led Transformation: EY can be considered as an option for large organizations

implementation, management and maintenance of Oracle Cloud Applications. It is further

HR Transformation: With 46 HCM implementations, IBM has re-envisioned its approach to HR

Postimplementation Evolution: Tech Mahindra’s approach to managing OCA updates are

■ Global Business-Led Transformation

■ Midsize Enterprise Transformation

■ Supply Chain Transformation

Product/Service Class Definition

■ All activities relating to business process outsourcing

■ All ongoing infrastructure and hosting-only services, such as infrastructure as a service

■ Any physical — on-premises and cloud — compute assets’ associated revenue

(See Note 1 for a list of industries included in this Critical Capabilities).

Critical Capabilities Definition

BizDevOps capabilities are measured against:

Industry and Process Expertise

Industry and process expertise capabilities are measured against:

■ Experience and approach to business process reengineering

■ The client’s access to industry-specific functional experts

Operational excellence capabilities are measured against:

■ The investment in, and delivery against, standardized measures.