Scaling With System Integrators

Introduction

System integrators (SI’s) are the handmaidens between innovative startups and large enterprises. Both parties benefit from the relationship, as does the SI itself.

In my two decades-long business experience at Capgemini, however, I have noticed that startups do not always understand the role of an SI, how they can use these firms to their advantage, or how they must evaluate the pros and cons of the relationship.

System integrators include companies like Accenture, Deloitte, Infosys, TCS or Capgemini that are hired by large corporations to integrate component subsystems that drive automation, further digital transformation, and spur innovation across business platforms.

Startups or scale-ups must often work with SI’s to target an enterprise with their novel software solution. This can be a struggle, however, for solution providers that don’t have much experience working with SI’s or understand their relationship with the enterprise.

Understanding Value Against the Right Backdrop

Startups often offer a single-point solution, which can be of limited value if it cannot be integrated into an enterprise company’s broader IT infrastructure. Most enterprises rely on some level of outsourcing, and often depend on third parties to provide expertise in managing their information. This is precisely where a system integrator creates its value: helping the enterprise conduct an impact assessment to review how and where a given startup solution might be useful in the enterprise tech stack. Startups can benefit by doing some homework here as input to the assessment, which will help it to establish a clearer positioning in the context of the enterprise’s architecture.

Since enterprises often lack the in-house staffing required to fully explore the information landscape, a system integrator is called upon to manage IT infrastructure, conduct a digital transformation project, and/or to identify automation solutions that will keep the enterprise up-to-date. As a result, when an enterprise evaluates a solution offered by a startup, the company will often ask a system integrator for its guidance.

It’s of paramount importance, therefore, to understand the interests of the SI in this process and how these entities charge for their services. SI’s are fundamentally about deploying people and the SI will also assess the impact of the startup solution on its own economics.

SI contracts are typically structured in the following ways:

Service Level Agreement: If the SI is hired by way of an SLA, typically for ongoing managed services, the startup’s economics are aligned with that of the enterprise. Under this arrangement, the savings that a startup solution generates either funnels to the SI or is shared with the client. This alignment bodes well for the startup.
Fixed Price contracts, typically utilized for software development, are also fairly well aligned with the startup, although the SI will need to find ways to improve margin and improve quality of delivery. In these arrangements, the ability to scale is key.
Time and Material contracts, typically utilized for “resource provider” engagements, are those in which the SI is paid for the people it deploys to the enterprise – logged in time and material. This scenario is more complex for the startup vendor, as the economics may not align, and could even oppose the SI, which would lose billable hours with the enterprise if the startup solution is adopted by the enterprise. To make matters worse, many SI’s contract on this basis.

Enterprises will usually reveal the structure of their contracts with the SI. It is, therefore, incumbent on the startup vendor to understand the economic incentives of the SI, and work with that firm to discover how their input will improve the business case for the client (the enterprise) and benefit to the SI.

The Utilization Consideration

Utilization is a key metric for a system integrator.

Once a startup or scaleup has identified how its solution aligns with the business case of the system integrator, it must begin to explore the marginal value it offers. In other words, to successfully recruit the SI as a champion in the sales process, the startup vendor must demonstrate that the value it creates is worth the investment of the SI.

Consider that top system integrators deploy most of their staff on ongoing projects, and don’t have a deep bench of idle labor waiting for the next client. Therefore, if an SI is to expend time and energy to learn a new solution, evaluate it, stress test it, deploy it, and then train its team (and the enterprise) on this solution, the value must be clear.

If the SI doesn’t see the potential to deploy the solution broadly, and likely across a large base of its clients, then it could pose a challenge for the SI to justify the business expense of investing in that particular solution. The onboarding costs are rarely covered by one client.

The Pressure to Innovate

Another major driver for SI’s is the pressure to innovate. For an SI to justify its contract with the enterprise, it must demonstrate it has its finger on the pulse of the innovation landscape, and is equipped to deploy cutting edge technology solutions amongst at least some portion of its client base.

Customers are increasingly savvy, so SI’s often feel pressure to offer new services and innovate whenever and wherever possible. For example, when the trend of Robotic Process Automation (RPA) surged, SI’s felt a keen pressure to learn and deploy these solutions, if only to burnish their innovation credentials and capabilities.

When a trend is peaking and appears destined to win the future, this pressure toward innovation can override an SI’s direct economic interest. In rare instances, an SI might even adopt a solution and scale it up across its broader service offerings if only to demonstrate the firm’s forward thinking and bend toward innovative practices.

TCS, for example, drives billions of dollars of revenue each year from startups. They occupy one end of the spectrum, in terms of appetite for innovation. Others tend to follow the innovation curve, and only adopt new solutions if they’re offered by unicorn startups, or if they feel pressured or forced into action. Startups should research the SI to understand their appetite for innovation.

The Cemetery of Proof of Concept: Bear the End in Mind

SI’s may sometimes leverage their enterprise clients‘ appetite for innovation, and do so in less constructive ways for startups.

Large SI’s enjoy a certain level of overhead from their enterprise contracts, who must justify their salary and value to their enterprise clients. After all, if an SI is hired to point their clients to innovative solutions and vendors, then a Proof of Concept (POC) with a startup vendor becomes an easy way to show an activity and justify a salary – even if the firm has no intention of ever truly adopting it. The cemetery of proof of concept is a classic (and very real) challenge for startups both with enterprises and SI’s.

Startups offering the POC must understand what it takes to move the concept into production, where it can ultimately generate revenue. Otherwise, a POC exercise can result in a costly showcase experiment with little prospect of graduating into a revenue-generating arrangement. When targeting a solution for an enterprise client, startups must identify which entity has requested the POC. It’s important to know whether the person on the enterprise or the SI side has the power to advance the POC to the next step.

Since POC’s are costly for startups to create, the founders must carefully evaluate the risk and reward of pursuing such an option. In certain instances, even if it’s clear to a startup that a POC has almost no chance of moving into production, but it may be worth pursuing it a) to gain exposure to the enterprise; b) to use it as a proof point with other potential clients; or c) simply to learn more about a corporation’s business processes and onboarding funnel.

If, however, the POC is conducted simply to serve the SI’s innovation agenda, the startup may choose to charge the SI for serving as a consulting specialist. In that case, it’s important for the startup to be upfront with the SI, and vice versa. A startup must bear the end in mind and monitor the risk before entering into this kind of engagement.

Knowing When to Engage

SI’s tend to favor startup solutions that have an established Product Market Fit. Therefore, these firms prefer to engage with startup/scale-up vendors that have raised enough financing and have the ability to scale their solution broadly.

If the startup is less mature, it would be wise to target the SI’s innovation program. That path will allow the startup to demonstrate the viability of its solution, showcase its architecture to targeted audiences, and provide a general exposure for the business on roadshows, podcasts, and conferences.

The economics of joining an innovation program, however, may not be particularly compelling since they are not designed to create instant business outcomes. If the startup chooses to engage the SI at this stage, therefore, it may choose to work with the SI as a paid consultant, as previously discussed. For their part, SI’s tend to engage with startups with which they can see a scaling opportunity over the next 12 months.

Never Stop Selling

Oftentimes, startup vendors underestimate the time it takes to secure a contract with an SI. In fact, making the sale to an SI can be as long and laborious as dealing directly with the large enterprise. It takes time to build awareness, to entice a business unit within the SI to fall in love with your product, commit to it, and become your champion within the SI. In addition, other business units within the SI must buy in to escalate the sales process to the firm’s top echelon. But even after you’ve closed the contract with the SI, you haven’t finished your work.

All you’ve accomplished is that you’ve secured the “right to sell.” This initial buy-in does not automatically generate outcomes. Startup vendors must continue to push the SI to implement and deploy its solutions with their enterprise clients. This means hands-on monitoring and relationship management to see the solution through to the deployment stages, and then tracking progress and customer success. This is the same process by which a customer success team works to ensure a client is successfully leveraging a tool to meet its goals.

Conclusion

Selling into SI’s can be tremendously helpful to securing broad buy-in from large enterprise clients. These actors are uniquely positioned with the enterprise to adopt and deploy innovative automation solutions that are scalable, especially when related to IT infrastructure and digital transformation.

However, the SI’s have their own unique challenges, and for a startup to successfully engage with an SI, it must not only understand the value of its solution within the target enterprise’s tech stack, but also have a clear view of the SI’s economics. To make a strong business case, the startup should be clear-eyed about where they sit on a particular SI’s priority list and its innovation agenda. The process can be challenging, but the rewards are mighty.

Scaling With System Integrators

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