Remote Infrastructure Management (RIM) has come a long way from a “niche” “good for low-value tasks” to become a leading infrastructure service delivery model. This research tracks the evolution of RIMO and how buyers now perceive it to be at par with any other infrastructure service model that can serve their complex set of demands

1. Topic: Remote Infrastructure Management – “RIMO is
Dead, Long Live RIMO”
Copyright © 2013, Everest Global, Inc.
EGR-2013-4-PD-1011
IT Outsourcing (ITO)
Market Report: December 2013 – Preview Deck

2. Copyright © 2013, Everest Global, Inc.
EGR-2013-4-PD-1011
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3. Copyright © 2013, Everest Global, Inc.
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Background and scope of the research
Background of the research
 This research focuses on the Remote Infrastructure Management Outsourcing (RIMO) model and its
growing impact on the broader infrastructure services market
 With the advent and evolution of RIMO, it is no longer a “niche” or “separate” service delivery model and
buyers believe it can serve most of their demands. Therefore, the RIMO, as the industry knew it, is well and
truly dead
 RIMO brought positive changes in the infrastructure services market. These principles and tenets will get
imbibed across services, and therefore, the model will live on in its spirit
 This research will help buyers to understand the growing impact of remote model, its significant maturity,
and therefore, plan their sourcing. Service providers will benefit by the market growth analysis and its
eventual implications on their business models
The scope of the analysis includes:
 Evolution of the infrastructure services model
 Advent and growth of RIMO
 Key differentiating factors RIMO vis-à-vis the traditional models
 Death of the RIMO model, as the industry knows it
 Analysis of RIMO principles, living on forever

4. Copyright © 2013, Everest Global, Inc.
EGR-2013-4-PD-1011
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Table of contents (page 1 of 2)
Background and methodology 5
Executive summary 6
 Summary of key messages 7
 Implications for key stakeholders 9
Section I: Traditional infrastructure services 10
 Summary 11
 Evolution of infrastructure services models 12
 Traditional infrastructure services models 13
 Newer infrastructure services models 14
 Difference in various infrastructure services models 15
Section II: Advent of RIMO 16
 Summary 17
 Birth of RIMO 18
 Early steps of RIMO 19
 Characteristics of the newborn RIMO 20
 Fundamental tenets of the newborn RIMO 21
 RIMO enablers 22
 Positioning of RIMO vs. IMS (Infrastructure Management Services) 23
Section III: Adoption and growth 24
 Summary 25
 RIMO market size 26
Topic Page no.

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Table of contents (page 2 of 2)
Section III: Adoption and growth (continued)
 Adoption by buyer geography 27
 Adoption by buyer industry 28
 Adoption by buyer size 29
Section IV: Death of RIMO 30
 Summary 31
 Evolution of RIMO 32
 Strategic convergence of RIMO and traditional models 33
 Evidence of convergence 34
 Buyer verdict – RIMO is dead 39
Section V: Long live RIMO 40
 Summary 41
 RIMO principles will live on 42
 RIMO approach will be pervasive 43
 Universal adoption of RIMO characteristics 44
 RIMO will live on in its spirit 45
Appendix 46
 Glossary of key terms 47
 ITO research calendar 49
 References 50
Topic Page no.

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Summary of key messages (page 1 of 2)
Birth of RIMO  Infrastructure models evolved from traditional focus on assets to a focus on
services. The birth of RIM services was helped by challenges in the traditional
models and general buyer frustration
 Multiple factors such as cost, engagement flexibility, focusing on “run the business”,
helped the birth of RIM. It differed from traditional models in terms of the profile,
model, and delivery of the engagement
Remote Infrastructure Management has evolved to a degree where buyers do not consider it to be a “niche”
service model suitable for specific services. Buyers now believe that RIM can serve most of their infrastructure
service demands and therefore, the term RIMO, that was born as a “low-cost, asset-light, simple scope, run the
business” alternative to the traditional models, is dead.
The principles of the RIM model, such as client centricity will always live on. Buyers will find this research
useful to benchmark the RIM adoption against their industry and develop suitable sourcing strategy. Service
providers will benefit by understanding the evolving RIM landscape and growing expectation of buyers
Some of the findings in this report, among others, are:
Growth of RIMO  RIMO market is expected to reach ~US$8.4 billion in 2014 with a healthy CAGR of
~18%. Moreover, buyers across geographies, industries, and sizes are adopting
RIM
 The broad adoption signified growing confidence of buyers in the abilities or RIM
services to cater to most of their infrastructure services demand

7. Copyright © 2013, Everest Global, Inc.
EGR-2013-4-PD-1011
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Summary of key messages (page 2 of 2)
 Though the RIMO as a specific term representing niche service model, is dead, the
principles it introduced will always live on
 These principles focused on efficient service delivery than recouping the asset
investments. Moreover, RIM brought the focus back on clients and services to be
delivered unlike the complex labyrinth of earlier traditional models
 With the evolution of the RIM model, its earlier definition focusing purely on low-
cost, simpler services, and limited scope of contract has become irrelevant
 Buyers believe that RIM as they knew it before, is truly dead. The infrastructure
services market has witnessed convergence of different service delivery models
and its difficult to segregate one from the another
Death of RIMO
Long live RIMO

8. Copyright © 2013, Everest Global, Inc.
EGR-2013-4-PD-1011
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This study offers five distinct chapters providing a deep dive
into key aspects of RIMO market; below are four charts to
illustrate the depth of the report
Source: Everest Group (2013)
RIMO adoption and growth Infrastructure service models have converged
Buyers verdict – RIMO is dead Long live RIMO
Worldwide offshore-centric providers’ infrastructure revenue growth
US$ billion
2009 2010 2011 2012 2013(E) 2014(E)
RIMO players Traditional IO players
Strategic
convergence
Increasing access to large enterprises Decline of big bang outsourcing
Maturation of transformational capabilities Recessionary impact on large enterprises
Increasing openness to offshoring Maturation of offshore capabilities
Sustaining growth beyond AO services Buyers pushing for simpler contracts
RIMO serves all
buyer needsRun the business
Change the
business
Operational
efficiency
Process
improvement
Prepare for
future
Focus on client and not internal operations
Service providers should not get “lost” in their internal complexity and must always have the benefit of
clients as the foremost consideration.
Tell buyers they are not always right
Buyers are willing to learn that they may be wrong, and therefore, require a collaborative solution
rather than a typical request for proposal.
Win the trust of the client
Transparency and ownership of mistake makes a relationship stronger. Service providers will realize
the importance of being transparent in terms of different engagement parameters.
Throw out arrogance
Arrogance arises out of market domination. Buyers do not appreciate arrogance in providers and need
humility and listening ability.

9. Copyright © 2013, Everest Global, Inc.
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ITO research calendar
Topic Release date
Published Current
Immigration Reform: Game Changer Afoot for India-centric IT Service Providers? July-2013
ITO – RIMO: “RIMO is Dead, Long Live RIMO” December-2013
Infrastructure Services PEAK Matrix Assessment Q4-2013
Service Integration and Management – An Idea Whose Time Has Come July-2013
Mid-sized Indian Service Providers: Stepping Up in Changing Times September-2013
Application Outsourcing (AO) – Annual Report 2013: “Declining Productivity Rising Anti-incumbency” September-2013
Webinar Deck: Value-chain Digitization in the Pharmaceutical Industry Is Causing Tectonic Shifts in ITO Strategy October-2013
Infrastructure Outsourcing (IO) – Annual Report 2013: “Automating the Next Horizon” November-2013
Renewal Intelligence Q1-2014
Next-generation Application Service Q1-2014
Buyer Next-generation Technology Adoption Q1-2014

10. Copyright © 2013, Everest Global, Inc.
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The following documents are recommended for additional insight into the topic covered in this research. The
recommended documents either provide additional details on the topic or complementary content which may be of
interest
1. Infrastructure Outsourcing (AO) – Annual Report 2013: “Automating the Next Horizon” (EGR-2013-4-R-0994); 2013:
This annual research deep dives into the infrastructure outsourcing landscape. It provides data-driven facts and perspectives
on the overall market. The research covers IO adoption trends, demand drivers, key trends such as automation, real time
analytics, and rising anti-incumbency. The research analyzes buyer challenges, trends shaping the market, and also provides
an outlook for 2014 for the broader IT as well as IO market
2. Remote Infrastructure Management: “Gearing Up for the Big League 2012 (EGR-2012-4-R-0757); 2012: This annual
research focuses on the RIMO market. The data-driven insights cover demand drivers for RIMO, challenges, service provider
strategies, and buyer perspectives. This research analyses the growing adoption of RIMO models and how they are
disrupting the traditional infrastructure services market and entering the big league
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