Professional Services and the disruptive digital economy
Digital delivery: It has become imperative for firms to radically rethink their business models and deliver services digitally through subscription platforms in order to deliver better client and employee experiences.
Rise of the virtual firm: Long-term virtual work has become a reality. Many companies are opting to make remote work part of normal workspaces and increase the use of freelance or contingent resources to enable a flexible workforce.
Disruptive market entrants: Technology-driven automation lower the cost to deliver services and transform the way clients consume services. Services that can now be performed more efficiently, digitally, virtually, and with full automation at a significantly lower cost.
Scheer supports you with SAP S/4HANA reimagined set of end-to-end (E2E) business scenarios to manage the strategic priorities of working in a digital environment for your professional services
Strategies for Professional Services Companies to Run as Intelligent Enterprises
Outcome-based engagements: Clients are increasingly focused on the business outcome of an engagement rather than the effort involved, and they are negotiating prices and relationships accordingly.
Talent networks: Digitalization of talent has made new business models possible by identifying, classifying, and attracting talent on an as-needed basis outside the boundaries of a firm.
Knowledge as a service: Professional services firms are realizing that they have valuable expertise and content that can benefit their customers beyond the typical face-to-face engagement model. Innovative service firms continue to productize their service lines, create knowledge “vaults,” and monetize their institutional expertise to deliver a highly resilient revenue stream.