Despite the in progress and the growing scrutiny uncertainty of information technology expenses (TI), Servicenow has suffered a good boost of growth within the IT market, informing an annual growth of 22% in 2024. The service service market has emerged as a gold fever within the services of the platform platform, which stands out as one of the fastest platforms of the platforms of the platforms Business in the fastest business platforms market in the fastest business platform market with the platform market of double fingering platforms, comparing the market of double fingering platforms with the company’s platform market market. Market that grows around 3%. On the basis of this sustained impulse, Serviceenow has outlined an ambitious growth strategy and the prospects exceeded US $ 10 billion in annual revenues in 2024, the company is now aimed at US $ 16 billion for 202 6 fires with an extensive adoption of the adoption of the platform between the industries and the functions, the demand for services has extended the services in a significant way, which drives a “gold plane” Services Services, the entire market for services for services services for services, all services capture services, has expanded the services of the services of the services of the services of recent services, all services for capturing services, all actions of the services of collection of services of “ecosystem.
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This strong impulse is being driven by companies that focus on a higher ROI, a value realization, an infused solution with artificial intelligence (AI) and scalability. This increase in demand is not yet full of supply, since many continuous suppliers face challenges to climb the delivery capacity and access to qualified talent. This situation has led Serviceenow and its partners to evolve and innovate at speed and scale, which means that there is now a growing pressure on them to act quickly and change from traditional models.
Growth beyond ITSM: Evolution and imperative portfolio
The transformation of Servicenow of a Traditional IT Services Management Supplier (STIs) into a broad business workflow platform is the nucleus of this growth. The company has expanded aggressively to areas such as customer service management (CSM) and the provision of human resources services (HRSD) with a series on inorganic investments and strategic organic investments. These new capabilities have expanded their directable market, which makes it more and more central in business transformation agendas.
The workflows of customers and employees now contribute around 30% of the annual value of the net ServiceWow contract, with CSM that coincides with ITSM in new client victories. This marks a fundamental change, underlining the growing relevance of Servicenow out of the function of IT.
The expansion to new domains has also led to a strong increase in the demand for qualified talent, with the existing ecosystem that struggles to maintain rhythm. Suppliers respond by building or quickly acquiring talents and experience in human resources, customer service management (CSM) and AI automation to meet customer needs.
As the service services market grows, competition for qualified talent and specialized capabilities is becoming more intense. To maintain the rhythm of the growing demand, suppliers are investing in organic and inorganic routes. However, rapid growth, evolving business needs and macroconomy presents the appropriate time and best case for suppliers to undertake inorganic growth strategies.
The next consolidation wave: inorganic growth takes the center of the stage
Looking towards the future, we see that the service service market in the service continues the consolidation phase, with the main global systems integrators (GSI) and other suppliers that take advantage of organic growth to expand its presence and market capabilities.
The next exhibition captures recent acquisitions, reflecting how suppliers are strengthening their service and footprint portfolio to take advantage of hyper growth.
The acquired objectives provide specialized capabilities in areas such as AI, industry workflows and administered services, which go beyond the basic implementation. This also indicates a broader change towards a greater participation focused on the results, where suppliers are expected to deliver a measurable commercial value, not only technical lives. As a result, the medulla and the acquisitions (M&A) have become a key liver for suppliers to climb quickly, access the experience in niche and meet the expectations of the company in evolution.
Why the trend of M&A will accelerate now
We believe that this trend of acquisition persists and even accelerates, due to:
- Talent scarcity pressures and delivery scale: The demand for talent certificate of certification services continues to exceed the supply, especially in high growth areas such as IT OPERATIONS MANAGEMENT (IOM), HRSD, CSM and workflows led by Genai. The acquisition of specialized companies is the fastest route for the largest suppliers to close the talent gaps and expand the delivery capacity.
- Need for geographical expansion: Service suppliers increasingly use mergers and acquisitions to expand to key growth regions, especially in Europe, the Middle East and Africa (EMEA) and Asia-Pacific (APAC). The acquisition of local players with established delivery centers and regional relations helps accelerate the expansion of the global footprint.
- The valuations are attractive in the current macroconomy: Many specialists face financing pressure, which makes them more open to acquisition in lower assessments. This creates a perfect storm for suppliers looking to climb quickly. Acquisitions can now ensure critical abilities and talents before competition.
In Everest Group, we closely trace the specialized ecosystem of the service service.
As shown in the previous exhibition, of 22 suppliers specialists in service of service traced by Everest Group between 2021 and 2025, other companies have acquired 10 suppliers, indicating a clear trend of consolidation in the ecosystem
What is your inorganic strategy?
This is a decisive moment. Acquisitions are emerging as a key liver for growth.
So ask yourself:
• What is your inorganic growth strategy?
• What specialized suppliers are aligned with their strategic objectives and could be viable acquisition objectives?
We have published the latest edition of the Enterprise Guide for Service Services: Navigating the Specialized Provider Ecosystem capture key factors that promote the adoption of services, the challenges that inhibit their expansion and the considerations of companies prioritize when. The report also describes the key attributes of Servicenow specialist suppliers and highlights 15 suppliers with an approach dedicated to Servicenow services.
If you have more questions or because to discuss your service service services strategy, communicate as Yamohiadeen ([email protected]), Sangameh Kadagad ([email protected]), Aditya Gullapalli ([email protected]), and Srinidhi Arunachalam ([email protected]).
If this blog seemed interesting, see the acquisition of MoveWorks of $ 2.85 billion of Serviceenow: Evaluation of the strategic impact | Blog – Everest Group, which deepens another topic with respect to Serviceenow.
