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When organizations merge, sourcing functions often become a hidden fault line—not due to systems or spend categories, but because of deeply embedded cultural differences. Avasant’s Six-Pillar Organizational Change Management (OCM) Framework enables successful cultural integration in sourcing, turning potential friction into a platform for growth.
When a global consumer goods company divested its plastics-heavy packaging division last year, the move wasn’t just about cutting costs—it was about cutting carbon. This wasn’t just a business decision; it was a bold statement about priorities. In the fast-changing world of corporate strategy, ESG-driven divestitures are flipping the script, proving that letting go of the wrong assets can mean holding on to what really matters.
At Avasant’s flagship Empowering Beyond Summit 2025, a dynamic panel discussion brought together cybersecurity leaders from academia, healthcare, government, and global technology firms to explore how enterprises can responsibly adopt artificial intelligence at scale. Moderated by Jay Weinstein, Distinguished Fellow at Avasant, the panel featured George Mansoor (Chief Security Officer, California State University), Alexandra Landeggar (Global Head of Cyber Strategy & Transformation, RTX), Manju Naglapur (SVP & General Manager, Unisys), and John Caruthers (Lead Director, BISO, CVS Health). Together, they unpacked the strategic and technical imperatives shaping AI adoption ranging from governance frameworks and privacy safeguards to post-quantum preparedness and the expanding role of cybersecurity in enabling innovation. As regulatory pressures mount and AI becomes more embedded in critical systems, cybersecurity is increasingly recognized not just as a defense mechanism, but as a foundational pillar for responsible, scalable transformation.
The Engineering and Construction Digital Services 2025 Market Insights™ assists organizations in identifying important demand-side trends that are expected to have a long-term impact on any digital project in the engineering and construction industry. The report also highlights key challenges that enterprises face today.
Will AI make procurement data analysts obsolete—or empower them to shape the future? Far from replacing analysts, artificial intelligence (AI) is redefining their role. Today’s analysts are evolving from report generators into AI model orchestrators, data quality stewards, and strategic procurement partners. More than ever, AI is transforming the analyst’s role in procurement. It highlights how automation reshapes workflows, outlines must-have skills for the future, and shows how analysts can drive strategic impact. The key takeaway: AI is a tool that amplifies, not eliminates, the analyst’s value.
Facing rising material costs, labor shortages, supply chain disruptions, and stricter ESG demands, engineering and construction enterprises are accelerating their digital transformation. Companies are turning to modular construction, AI-powered procurement, and robotics to boost efficiency and strengthen operational control. Fragmented systems are being replaced by integrated platforms that improve data coordination and support more informed decisions. As sustainability moves from optional to essential, firms are deploying carbon tracking tools, digital twins, and life cycle assessments to meet regulatory and investor expectations. To scale these initiatives effectively, industry leaders are partnering with digital service providers to drive innovation across the value chain. Both demand-side and supply-side trends are covered in our Engineering and Construction Digital Services 2025 Market Insights™ and Engineering and Construction Digital Services 2025 RadarView™, respectively.
The Engineering and Construction Digital Services 2025 RadarView™ can help engineering and construction enterprises craft a robust strategy based on industry outlook, best practices, and digital transformation. The report can also aid them in identifying the right partners and service providers to accelerate their digital transformation in this space. The 53-page report also highlights top market trends in the engineering and construction industry and Avasant’s viewpoint.
Many of the top line IT metrics from Avasant’s latest IT Spending and Staffing Benchmarks 2025/2026 study may look roughly the same as they have been for much of the last decade. On the surface, it is easy to say that this is another ho-hum, predictable year for IT departments. But a deeper dive shows significant transformation that’s underway. This Research Byte is a brief description of some of the findings in our IT Spending and Staffing Benchmarks 2025/2026 study.
This chapter provides composite metrics for all survey respondents across all sectors and organization sizes. The sample includes over 300 organizations and is stratified by size and sector as described in the survey methodology section. Respondents must have at least $50 million in annual revenue or IT spending greater than $1 million, and maintain at least some operations in the US or Canada. There is no upper limit on the size of survey respondents.
Chapter 50 provides benchmarks for higher education institutions. This subsector includes public and private colleges and universities, research universities, business and medical schools, and for-profit institutions. The 20 respondents in the sample have annual revenues ranging in size from about $50 million to about $8 billion.
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