A blueprint for Microsoft UK partner competitiveness
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Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
A blueprint for
Microsoft UK partner
competitiveness
F or UK businesses, it is an undeniably challenging
picture. Many, including those in the UK Microsoft
Calculating competitiveness
Partner Network, find themselves caught between
“Microsoft UK partners
the rock of today’s disruption and the hard place of
tomorrow’s uncertainty around the UK’s COVID-19 have proved they
In 2020, Microsoft UK partnered with
an independent team of economists recovery and future trading relationship with the EU. are very resilient
and researchers, led by Dr Chris and constantly
Yet amidst the darkness, there is also light. At the end
Brauer, Director of Innovation at of last year, Microsoft’s ground-breaking report Creating evolve. They now
Goldsmiths, University of London, for a Blueprint for UK Competitiveness revealed a potentially have an opportunity
a detailed study of what it takes for UK prosperous road ahead.
to build on those
organisations to compete in a post- inherent strengths
The report found that by embracing a new model of
COVID, post-Brexit world.
competitiveness based around talent, technology and to lead the UK’s
future readiness, all underpinned by their relationship to
economic recovery.”
Read the full report, entitled Creating a the ecosystem in which they operate, UK businesses could
Blueprint for UK Competitiveness here. significantly enhance their ability to lead and succeed
domestically and on the global stage.
C L A R E B A R C L AY,
Conducted in winter 2020/21, this new study, Crucially, the impact on the UK economy could be
CEO,
led by Dr Brauer and the same research team, significant: an overall economic boost of £48.2 billion MICROSOFT UK.
now examines that question – and the scale of along with the chance to build a better workplace and
the opportunity – in specific relation to the UK a fairer, more inclusive society. As we will explore in
Microsoft Partner Network. detail during the pages that follow, this opportunity is
just the beginning for companies in the UK Microsoft
Partner Network.
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Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
Cautious confidence our research last year found that 46% of UK Of course, there is trepidation too. According to
The financial and operational strength of Microsoft’s organisations overall report a reduction in turnover our survey, Microsoft UK partners are well aware of
Partner Network has delivered a long history of of 5% or more during COVID-19. the barriers to growth. Top of the list is the current
mutual success. Yet, now more than ever, our economic climate, with 55% of survey respondents
research suggests that, collectively, Microsoft UK External industry figures appear to bear out this citing this as their biggest concern. That’s followed by
“ The rate of change
partners tend to be better positioned than many cautious confidence. Despite institutions such as COVID-19 (40%), the skills and talent shortage (32%) is incredibly fast, so
UK organisations to grow out of this period of the IMF predicting a significant economic downturn and Brexit (31%). Most also recognise that the nature transformation must
uncertainty. More than half (58%) of those we in the UK, venture capital investment in Britain’s of these challenges is constantly shifting, forcing become absolutely
surveyed expect to experience an increase in revenue technology firms grew by £11bn in 2020, an increase organisations to adjust their operating practices with
this year, compared to 14% that anticipate no change on 2019’s pre-coronavirus levels and higher than the agility, regularity and speed.
engrained in your
and 28% that fear a decrease. In contrast, rest of Europe combined. organisation as a
constant process.”
58% of Microsoft partners expect to ZAK VIRDI,
experience a revenue increase in 2021 MANAGING DIRECTOR UK,
IRELAND AND AFRICA,
SOFTWAREONE.
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Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
The perfect fit Figure 1. Falling Into Line
As for why companies in the UK Microsoft Partner
Network appear to be better equipped than most
to succeed in a post-COVID, post-Brexit Britain, it Proportion of £48B attributed to each aspect of the
comes down to a ‘perfect fit ‘of technology expertise, model for UK competitiveness 4D Thinking
digital skills and the willingness to adapt to an ever-
In Creating a Blueprint for UK
changing landscape.
Competitiveness, the research team
identified four key dimensions of a
As we see in Figure 1. Falling Into Line, their new model of competitiveness:
current strategic priorities match closely with
the four key elements of the new model for 46.38% • Talent – the need for responsive
leadership, a diverse and inclusive
competitiveness the research team identified in
workforce, increased digital skills
the 2020 study. See 4D Thinking. This contrasts 23.42% 18.46% and close collaboration between
sharply with UK organisations overall, just 15% of 11.74% leaders and employees.
which were classified as frontrunners, i.e. businesses
• Technology – investment in new,
demonstrating the necessary competitive
Technology Future Readiness Talent Ecosystem
pervasive digital solutions that
capabilities to achieve 5% growth or more in the boost productivity through greater
current climate. efficiency, collaboration and speed
to impact.
This alignment is both striking and encouraging.
Current areas of strategic focus for the UK Microsoft • Future readiness – the need to
But equally, now is no time to be complacent, much plan and innovate more effectively
less inert. As James Chadwick, General Manager -
Partner Network related to the competitiveness model
to navigate disruption, pivot
Commercial Partner at Microsoft UK, puts it: “Many towards fresh growth opportunities
of our partners are already ahead of the game when and adapt to market changes.
it comes to fitting the blueprint we have identified • Ecosystem – an organisation’s
for future UK competitiveness. The task now is to relationship with the external
accelerate – and stay there.” environment driven by continual
39.79% creative destruction that
33.41%
revolutionises the economic
15.11% structure.
11.69%
Technology Future Readiness Talent Ecosystem
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Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
Knowing the score
The good news is many partners are already
focusing on the macroeconomic and societal
aspects of their growth strategy too. This includes
everything from actively supporting employees
with their work-life balance, as seen at global
IT distribution firm Tech Data, to fostering a
diverse and inclusive culture at the likes of retail
analytics company, Uncrowd, and managed
service provider, Phoenix Software.
Opportunity knocks Moreover, this figure is just the beginning. As more
CASE STUDY CASE STUDY
The potential rewards for doing so are compelling. and more UK businesses seek to sharpen their
IRIS Software Group Phoenix Software
Of the £48.2 billion boost to the UK economy competitive edge through digitalisation, demand
achievable if every organisation makes marginal gains for services like cloud support, data analytics, Click here to read Click here to read
in its competitiveness, UK Microsoft Partner Network remote work solutions, deployment and migration
organisations stand to benefit disproportionately. and business analysis and strategy, is increasingly
outstripping supply. Consequently, by doubling down “As a business, we must invest in being able to answer But there is, unsurprisingly, much work to be
Despite representing only 1.13% of VAT-registered in these areas, the UK Microsoft Partner Network those demands. There is a window to be disruptive that done. Indeed, perhaps the best way to lay out
business in the UK, our research suggests they could go beyond the £48.2 billion competitiveness we cannot miss out on. We must be innovative to stay the road to greater competitiveness in future is
could contribute 13.96% of that total figure. In boost and unlock an additional market-making one step ahead of the game.” to first consider how partners are currently faring
other words, by taking small steps to enhance their opportunity of £2.34 billion, largely in 2021. across those four key dimensions of technology,
competitiveness during 2021, Microsoft UK partners In total, that is a collective £9 billion additional Yet while the bottom line impact of such a boost talent, future readiness and the ecosystem. What
could generate combined additional revenues of at revenue opportunity, for partners to support the is obvious, to view the opportunity for Microsoft are their strengths in each area and where are the
least £6.74 billion beyond what they already make. To UK’s recovery in 2021. UK partners as a solely economic one would be opportunities to do even better?
put this into context, Mintel place the entire UK music short-sighted. The very essence of our new model
and audio production income for 2020 at less than “COVID-19 has accelerated the necessity, appetite and for competitiveness is that it delivers not just Here, we examine each of the four dimensions
£1 billion (£984 million). help customers need to embrace the cloud” explains financial prosperity for a selection of well-positioned in turn.
Elona Mortimer-Zhika, CEO of IRIS Software Group. businesses but that it also drives collective economic
and social growth for the UK. While supporting their SEE ALSO FIGURE 3 Click here
own success, partners can play a vital role in driving Competing Expertise
£6.74 billion – the minimum boost UK Microsoft their customers’ success, powering the UK’s wider
Partner Network organisations could deliver for the UK economic recovery and tackling pressing issues such
economy through increased competitiveness in 2021 as diversity, regional inequality and digital inclusion.
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Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
Technology Talent
D uring our 2020 research, we found an
organisation’s ability to create a pervasive digital
infrastructure and transition fully to new technologies
of UK businesses. As well as supporting their own
digital transformation, this puts partners in a strong
position to sell such solutions to customers.
D espite the challenges of COVID-19, nearly three-
quarters (71%) of the partners we surveyed plan
to hire new staff within the next six to 12 months
Put another way, organisations’ willingness to
meet employees’ needs in areas like training and
development, remote working, communication
within three to six months can significantly boost its while three in five (61%) say workforce development and empathetic leadership is directly linked to
productivity and growth. Yet, equally, this is not simply a pace race. The job and responsive leadership are important to their their ability to offer high quality products, services
now is to focus on the potential costs of cloud internal business. and experiences.
This is good news for the UK Microsoft Partner adoption, including privacy and security. “Speed
Network where the use of cloud solutions and hybrid to impact doesn’t mean deploying something Just over a third (37%) currently offer workforce Pleasingly given the current times, supporting
systems like machine learning and data analytics — at any cost for any timescale,” points out James development as a client service. mental health is also a key focus among partners,
all of which can enhance speed to impact — is far Chadwick. “It means delivering the required value with 31% listing it as one of their top priorities.
more common and embedded than in the majority or outcomes in a responsible manner.” For the Network, there must thus be a continued This places it behind only digital inclusion and
focus on fostering a happy, diverse and inclusive environmental sustainability (39% and 36%
culture in which workers at every level feel valued respectively) – two similarly important issues that
and confident enough to innovate. One where, in UK organisations across sectors can help address as
the words of Paul Shannon, CEO of cloud service the country rebuilds after COVID-19. It also further
provider, ANS, “making a mistake is not only OK, underscores the intrinsic link between the economic
but encouraged; otherwise, you are probably not and social benefits of a sustainable growth strategy
“There is an incredibly competitive pushing the boundaries enough.” for competitiveness.
market for people with the right
ANDRE A ZVEDO,
GLOBAL HEAD OF CLOUD
PA RT N E R S H I P S,
skills. Investing in developing
your staff and helping them grow
CLOUDREACH.
CASE STUDY CASE STUDY
their career is therefore vital.” Kainos Tech Data
Click here to read Click here to read
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Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
Future Readiness Ecosystem
T he best performing organisations are the ones
investing strongly in change management
programmes and R&D. Many partners say
“How our partners run their own business and
drive their own digital transformation directly
translates into the conversations they have with
W e found Microsoft UK partners that
collaborate with other businesses in the
Network tend to perform better. Indeed, a third
safer path to international expansion. Currently, just
12% of UK Microsoft Partner Network companies
generate more than 30% of their income abroad.
building future readiness has become a key their customers,” says Alex Smith, Director of (33%) of those that developed such partnerships That compares to 33% that collect between 1% and
part of their internal business during COVID-19, Cloud Services Scale Partners for Microsoft UK. expect to grow their revenue by more than 15% 10% of their revenue internationally and 34% that
while plenty also cite it as something they are “So, if they’re not transforming themselves, they this year compared to 19% of those that did not. do not conduct any business outside the UK at all.
planning to offer more to clients, a potentially do not transform their customers.” See Figure 2. Collaborators Are Winners and also Similarly, only 17% of the partners we surveyed say
exciting new market opportunity. Taking steps Shifting Gears, page 8. they have a plan to adopt a more global mindset in
to bolster resilience and agility within their own their internal business (for example, hiring policies)
four walls and beyond them will be become ever As well as allowing partners to benefit from during the next six to 12 months while 36% admit
more important to businesses’ operational and complementary expertise and combined revenue they are not exploring the possibility of foreign
commercial success. streams, such collaborations offer a potentially expansion at all.
Given the level of uncertainty right now, this
Figure 2. Collaborators are Winners • Collaborating • Non-collaborating hesitation is understandable. Yet as far as possible, it
also needs to change. In our initial competitiveness
report, we calculated that growing the proportion
33%
Expected revenue increase in of international trade and increasing the number of
2021 for Microsoft UK partners non-UK employees can have a positive impact on
that collaborate with other organisations’ overall revenue when backed up by
19% 19%
16% 46% 46% Partner Network organisations the necessary remote working support. For Microsoft
13% 13% vs. those that do not. UK partners, collaborating with a fellow Network
10% 10% 11%
7% organisation overseas or that has a global presence
5% could therefore be a valuable driver of growth
3%
Revenue change moving forward.
+15% decrease 5-15% decrease 1-5% decrease No change 1-5% increase 5-15% increase +15% increase
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Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
Figure 3. Competing Expertise Shifting gears
What, then, can the UK Microsoft Partner Network organisations
How Microsoft partners rate their expertise across do to unlock this £6.74 billion revenue boost for the UK economy
the four dimensions of competitiveness and, better still, go beyond it to secure the additional market-
making £2.34 billion potentially available in 2021?
The key is to recognise that the opportunity must be seized not
awaited. To drive their own growth while also playing a key role
Technology Talent in the UK’s collective economic and social progress, companies
Cloud support and services Diversity and Inclusion should seek to make immediate, incremental changes – both
Data Analytics and/or Data Science HR Services internally and in their work with customers. Crucially, these
Data solutions Learning, Skills Training & Certification changes do not require significant capital investment but, when
Hardware Remote work solutions allied together, can dramatically enhance their competitiveness in
IP Services
a post-pandemic, post-Brexit world.
Security services
1% 4% 4%
10% 3%
13%
5%
21% 26%
12%
45%
26%
“The beauty of the IT industry is
the degree of evolution. Having
47%
15%
12% 66% 40% a flexible partner ecosystem is an
important part of understanding
13% 37%
future opportunities in terms
of where they can lead us.”
Future Readiness Ecosystem
Adoption and change management Business analysis and/or strategy services JAMES BAKER,
CRM support and services Project Services ALLIANCES & MARKETING
Deployment and/or Migration Regulatory Compliance D I R E C T O R , S O F T C AT.
Infrastructure maintenance
Marketing
Research consultancy & support for funding
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Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
Within their own Here are six strategic steps Microsoft UK partners can
take in 2021 to improve their own operations and
business model unlock new revenue opportunities with clients.
“ Without a
1. Collaborate with other members of the 2. Invest in agility and change management 3. Focus on D&I commitment
Microsoft Partner Network Focusing on agile solutions for remote Developing remote working solutions is a to equality of
Companies that collaborate with other members working can boost workforce productivity and strong focus for the UK Microsoft Partner opportunity,
of the Network tend to perform better. A third satisfaction while also offering a profitable Network, building diversity and inclusion into
(33%) of those that developed such partnerships service externally. Partners should look to these solutions and as standalone offerings
you are not
expect to grow their revenue by more than 15% boost speed to impact by adjusting their remains much less of a priority (listed by picking from
this year compared to 19% of those that did not. strategy for rolling out new technologies, using just 4% of partners as an area of industry the largest
Collaboration can promote knowledge sharing, MVPs to support customers in new ways then expertise). Additionally, less than a third pool of talent.
tap new markets and lead to complementary continually refining them as their needs and (27%) of partners surveyed told us they are
services that create fresh revenue streams. the market evolve. Similarly, those aiming to prioritising diversity and inclusion to support And that
In challenging economic conditions, it also generate new customer value or transform their community. Partners must therefore means you are
represents a less risky solution for new product their operating models should seek to respond turn good intentions into lasting action, not going to
development and market expansion. to fast‐changing customer requirements transparently discussing and encouraging
around technology adoption and change diverse hiring practices and workforce
get the best.”
management. This means focusing on: using inclusion programmes while also building on
data analytics to inform decision-making, the renewed focus on care and social impact
strategy and planning; assessing the global during COVID-19 to address broader equality
“ No one partner can solve every problem competitiveness of products; and improving issues in future. Meanwhile, the intelligent use
data security to ensure existing services remain of data can ensure companies do not grow to
alone. Sometimes we need to spot robust and that migration and deployment are become echo chambers, which risks limiting
patterns and proactively get together.” not compromised as they speed up. creativity and potential in the long-run. There KEN CHARMAN,
is also an external opportunity to be grasped CEO,
here. Given the UK’s position as a talent U F L E X R E WA R D.
MARK TURNER, CASE STUDY magnet in Europe and the convenience of de-
DIRECTOR,
SoftwareONE facto remote working as a result of COVID-19,
C L A R A N E T.
partners can take the lead in developing
Click here to read services that help customers become more
diverse and inclusive too. 9
Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
4. Build RPA and automation services 5. Develop data analytics capabilities 6. Shore up your security offering
Currently, just one in five (20%) of the UK In the last 12 months, we have seen how the Fewer than one in 10 (9%) of our survey
With customers
partners we surveyed is developing new intelligent use of data can be the difference respondents currently provide security
RPA products/services for customers while between survival and failure, providing solutions to clients as a main line of
only slightly more (23%) are doing so for organisations with much-needed clarity business. Given the lasting shift towards
automation solutions. While this is likely through COVID-19. Yet right now, only 28% employee flexibility and remote working
due to their clients’ intense focus on cloud of the Microsoft UK partners we surveyed in light of COVID-19, this is a potential
migration during COVID-19, now is the offer data solutions and data analytics as area of growth. First by opening up new
time to refocus that strategy. With growing a combined service while just 13% plan lines of revenue — including security
positivity among workers about how RPA and to grow this area of business in the next reviews and product implementation across
automation can take away repetitive tasks six to 12 months. With many customers multiple remote devices — and by enabling
to provide space for more interesting work having accelerated their migration to the Microsoft UK partners to create more long-
as well as greater communication between cloud in 2020, we can now expect them term relationships with customers based
leaders and staff in a new normal of remote to start exploring the advanced data on assessing and managing their security
working, both these areas of business have analytics capabilities and real-time business posture on an ongoing basis. “Ideally, we
high growth potential. Investing in them now intelligence solutions available. Partners want to continually evolve their Security
may allow partners to capture a large, early should thus be prepared to respond to that Services and be able to constantly manage
segment of the market while those that do demand, increasing their data analytics and remediate their customers’ security
not risk falling behind the curve. products and services — ideally as part of a posture,” says David Leigh, MSP Lead,
wholesale adoption and change management Commercial Partner at Microsoft UK.
offering. Of course, doing so requires having
the right skills within the workforce. Targeted
recruitment programmes, training for
existing staff and even collaborations with Only 9% of Microsoft
other businesses in the UK Microsoft Partner UK partners currently
Network are all great places to start.
offer security services as
a main line of business
10Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
2021 Vision
Microsoft offers a range of resources to support
the Microsoft Partner Network as they adapt to
the challenges of today and seek to deliver the
innovative solutions and services to lead in 2021
– and beyond. These include:
The Cloud Solution Provider Partner Center Insights
Program Guidebook Dashboard
A step-by-step guide to help partners A way for partners to become more data-driven
accelerate cloud business growth and through a unified view of data across their
expand revenue opportunities. Microsoft Partner Network organisational hierarchy.
You can also find more information and advice, in this article by Gavriella Schuster
Microsoft Corporate Vice President, One Commercial Partner.
While the true impact of COVID-19 and Brexit remains uncertain,
this latest research shows there is a promising path ahead for
Microsoft UK partners that are willing and able to make the
changes needed to boost their competitiveness in 2021 and
beyond. A path that leads not only to a sizeable economic
opportunity for themselves but to a better, fairer and more
prosperous nation as a whole. It may not always be easy or
predictable. But the time to tread it is now.
11Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
CASE STUDY
IRIS Software Group
“When COVID-19 hit, our priority was to Throughout this time, support for
serve customers better and help them customers has been paramount. One
digitally transform. Rather than focus on in five UK employees are paid using
cutting costs, we identified ways of doing IRIS payroll solutions and with constant
business differently to meet customer changes in government support schemes
demand while ensuring we continued to such as furlough, we deployed over 60
IRIS Software Group employs over be scalable and future-proof. payroll releases to ensure everyone was
2,000 staff to deliver integrated paid accurately and on time.
business critical software to help We armed our staff with the tools
more than 120,000 customers and skills to sell, support and deploy In addition to our advice, guides and
our products virtually rather than information, we also developed a new
to be more productive, better
having to be onsite. We acquired product, IRIS Engage and offered it to HR
engaged with stakeholders and
three cloud businesess and doubled customers free of charge so they could
compliant with regulations. CEO, the level of ongoing development quickly deliver effective communications
Elona Mortimer-Zhika, explains resource to deliver cloud products to and engage with employees.
why the company chose to focus customers even faster. Our technology
on technological transformation investment is bringing our people COVID-19 has accelerated the necessity,
and increasing product and and customers onto one CRM, one appetite and help customers need to
people investment, rather than ERP, one professional services business embrace the cloud. As a business, we
cost-cutting during COVID-19. and one support ticketing system. This must invest in being able to answer
allows IRIS to be more agile and divert those demands. There is a window to be
resources quickly to where there is disruptive that we cannot miss out on.
growth and opportunity. We must be innovative and stay one step
ELONA MORTIMER-ZHIKA,
CEO, ahead of the game.”
I R I S S O F T W A R E G R O U P.
12Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
CASE STUDY
Phoenix Software
Phoenix Software uses technology “I talk relentlessly about our staff being feel motivated, safe and happy at work.
to empower customers and our company’s biggest asset and part of Talking openly about our commitment
employees, optimise operations that is ensuring we have a diversity and to D&I has also helped us attract more
and reinvent products and inclusion strategy that adds value to our diverse talent, especially women, who feel
business models. Managing organisation by contributing to employee strongly aligned to our values.
Director, Samantha Mudd, wellbeing and engagement. For example,
discusses how the company’s we have been training our leadership It is even having an impact outside our
team over the last two years in areas like business, with D&I becoming a part of
renowned commitment to diversity
unconscious bias and making sure they our customer conversations too. For
and inclusion is helping it retain
interact with staff in an authentic way. example, we heard from a client about
and attract top talent.
We are also working on transforming how features in the Microsoft technology
how our people access applications and stack can help people with dyslexia or
collaborate if they have a disability. who are hard of hearing or sight. That
then inspired our own staff to learn
We focus a lot on recruitment too. From more about those functionalities so
the first moment they arrive, we make they could sell it to other companies
S A M A N T H A M U D D,
it clear to new joiners that we are a and improve technology access for their
MANAGING DIRECTOR, company that obsesses about them being employees with similar needs. The loop
able to give their best each day and just carries on.”
PHOENIX SOFTWARE.
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CASE STUDY
Tech Data
Tech Data is an end-to-end “When I joined, we had lots of excellent rather than lose them. For example, we
technology distributor with more salespeople but their skills were focused created our Channel Academy, a portal
than 100 offices around the world mainly on relationships rather than where salespeople and resellers can sign
and over 15,000 employees. Here, product or technical knowledge. We up for training courses for their vendor
Business Unit Director, Simon have therefore spent the last three years exams. But it has to reach beyond just
Bennett, reveals how the firm investing heavily in making sure our tools and into culture too. Most of our
is equipping its workforce for a people either have the right skills or, if people want to develop but the big
they do not, potentially changing their challenge is making sure we support
digital future.
role. We are probably about 70% of the them in balancing their workload,
way through that process. personal life and the time required to
learn a new skill or gain a particular
We have also worked hard to ensure we vendor accreditation.”
can recruit and retain talented people
S I M O N B E N N E T T,
BUSINESS UNIT DIRECTOR,
T E C H DATA.
14Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
CASE STUDY
SoftwareONE
Managing Director, Zak “For us, being ‘future forward’ means To make the most of this market
Virdi, explains how IT service being agile, adaptive to changes and opportunity, there is also a huge amount
management company, resilient. Not just through our internal of enablement and change management
SoftwareONE, has become ‘future processes and workforce but in the way to do within our own business. We have
forward’ during COVID-19 by we deliver for our customers. Previously, to educate our workforce about the
offering customers adoption and we provided adoption and change capabilities we have and that is coming
change management services management as part of our professional from a vastly different space to where
services stream. But since COVID-19 we were two years ago. It will be vastly
alongside its cloud solutions.
struck and more companies shifted to different in the next six months too. The
cloud-based technologies, we have rate of change is incredibly fast, so
incorporated this as a core component transformation has to become absolutely
of our managed services, enabling our engrained in your organisation as a
clients to really leverage the advantage constant process. Nowadays, you are
of the cloud-based investment they changing all the time and you have to
are making. make sure you educate as you go forward.”
ZAK VIRDI,
MANAGING DIRECTOR UK,
IRELAND AND AFRICA,
SOFTWAREONE.
15Home Cautious confidence The perfect fit Opportunity knocks Knowing the score Shifting gears Case studies Appendix
CASE STUDY
Kainos
“We already had a mobile and agile COVID-19; in fact, we have extended
workforce before COVID-19, so the our team and our e-learning offerings,
network and infrastructure were already and, in doing so increased the scope and
in place for remote working. For us, scale of our programmes.
the challenge was about continuing to
support and develop our people while Focusing on our people is not something
Kainos provides digital technology they are working remotely 100% of the that has just happened over the last
services for public, commercial time. Our approach is to attract great nine months — it is completely woven
and healthcare organisations people and help them develop the skills into the fabric of the company — but
and has been delivering award- that they need to succeed – today and COVID-19 certainly has accelerated
tomorrow. That has been one of the some of our plans around developing,
winning digital transformation, data,
driving ambitions behind our Academy. supporting and managing our
artificial intelligence (AI), cloud and
We have Academy programmes that colleagues.
design solutions across the UK, support colleagues to develop skills in
Europe and North America for over a particular system, knowledge area To keep up with customer demand, we
30 years. CEO, Brendan Mooney, or technical skill, as well as developing are also planning to hire around 400
and CPO, Colette Kidd, discuss how professional skills to equip our people to people across the business. As part of
a laser focus on talent development perform at their best. These programmes this, we will recruit extensively from
has helped them continue to grow have increased significantly during schools, colleges and universities to
during COVID-19. ensure that we are attracting the very
best new talent – we are committed to
nurturing digital skills, attracting people
B R E N D A N M O O N E Y, CO L E T T E K I D D,
to careers in technology and helping
CEO, CPO, them develop into the future leaders of
KAINOS. KAINOS.
our organisation.”
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Appendix
Acknowledgements Literature review – an in-depth review of academic UK Microsoft Partner Network References
The research was led by Dr Chris Brauer, Director
publications, industry literature and media
participants • Microsoft. (2020). Creating a Blueprint for UK
knowledge to understand the context within which Competitiveness. Retrieved from: https://www.microsoft.
of Innovation, Goldsmiths, University of London in • Andre Azvedo, Global Head of Cloud Partnerships,
Microsoft UK partners operate. com/en-gb/business/uk-recovery/
partnership with Microsoft in winter 2020/21. The Cloudreach
independent team of economists, psychologists, • Brendan Mooney, CEO, Kainos • UKTN. (2020). 2020 projections for UK Tech Sector
Survey – a barometer survey of 264 members of
data scientists and social scientists included Research growth. Retrieved from: https://www.uktech.news/2020-
the UK Microsoft Partner Network, a satisfactory • Colette Kidd, CPO, Kainos projections-for-uk-tech-sector-growth
Director Dr Jennifer Barth, Dr Eurydice Fotopoulou
number from which to extrapolate findings for the • Elona Mortimer-Zhika, CEO, IRIS Software Group
and Areej Ahsan. • Dealroom. (2020). 2020: a record year for UK tech.
entire population of 26,000 partners. Respondents • James Baker, Alliances & Marketing Director, Softcat Retrieved from: https://dealroom.co/reports/2020-a-
represented organisations ranging from 120
Methodology employees to approximately 15,000.
• James Crowter, CEO, Tecman record-year-for-uk-tech
• Ken Charman, CEO, UFlexReward • Traux, D. (2020). Accelerate customers’ digital
The research team used a mixed method approach
• Mark Turner, Director, Cloud Business Unit, Claranet transformation with the new Cloud Solution Provider
to build a model, scorecard and blueprint of Case studies – 12 case studies of large, medium
Program Guidebook. Retrieved from: https://blogs.
competitiveness among UK Microsoft Partner and small organisations within the UK Microsoft • Paul Shannon, CEO, ANS partner.microsoft.com/mpn/accelerate-customers-
Network organisations in the UK. Partner Network. Though drawn from the UK Partner • Richard Hammond, CEO, Uncrowd digital-transformation-with-the-new-cloud-solution-
Network, the majority of the organisations featured • Rocky Howard, CTO, Uncrowd provider-program-guidebook/
in the case studies have a global presence. • Traux, D. (2020). Become more data-driven with the
• Samantha Mudd, MD, Phoenix Software Ltd
new Partner Center Insights dashboard. Retrieved from:
• Simon Bennett, Business Unit Director, Tech Data
Scorecard and opportunity calculation – using https://blogs.partner.microsoft.com/mpn/become-
the study findings as a benchmark on revenue • Zak Virdi, Managing Director UK, Ireland and Africa, more-data-driven-with-the-new-partner-center-
generation and a set of 13 conditional interventions SoftwareONE insights-dashboard/
recommended to improve productivity and • Schuster, G. (2020). 2021 priorities and opportunities for
accelerate competitiveness, the research team Microsoft UK experts the Microsoft Partner Network. Retrieved from: https://
calculated the total and mean revenue, total potential blogs.partner.microsoft.com/mpn/2021-priorities-and-
• Clare Barclay, CEO
contribution of higher productivity per category opportunities-for-the-microsoft-partner-network/
• James Chadwick, General Manager, Commercial Partner
of intervention (technology, future readiness, • Mintel. (2020) Music and other Audio – CDs, steaming,
ecosystem, talent) and potential additional revenue • Richard Ellis, Head of SMC UK downloads & podcasts: inc Impact of COVID-19.
offered by the capture of new markets for the entire • David Leigh, MSP Lead, Commercial Partner Retrieved from: https://store.mintel.com/report/music-
UK Microsoft Partner Network. • Alex Smith, Director, Cloud Services Scale Partner, and-other-audio-cds-streaming-downloads-podcasts-
Commercial Partner inc-impact-of-covid-19-uk-december-2020
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