Application Modernization Services Market by Service Type (Application Re-engineering & Redevelopment Services, Application Refactoring & Re-architecting Services, Experience Modernization Services), Modernization Approach (Rearchitect, Rebuild, Refactor)
Description
The Application Modernization Services Market was valued at USD 20.62 billion in 2024 and is projected to grow to USD 23.33 billion in 2025, with a CAGR of 13.46%, reaching USD 56.68 billion by 2032.
A strategic orientation to application modernization that explains the drivers, organizational implications, and success factors for transformative software renewal
The modern enterprise sits at a complex intersection of legacy application debt, accelerating customer expectations, and an expanding palette of cloud-native capabilities. Organizations are no longer merely migrating workloads; they are redefining how software delivery models create sustained business value. In this environment, application modernization is not a one-time project but a strategic imperative that shapes competitiveness, operational resilience, and the ability to innovate rapidly.
This introduction frames application modernization as an ecosystem-level discipline that spans technology, process, and organizational design. It highlights the shift from monolithic, tightly coupled systems toward modular architectures that support continuous delivery and iterative value realization. Furthermore, it recognizes that successful modernization combines technical transformation with governance, talent development, and clear alignment to business outcomes.
Readers will gain a clear orientation to the drivers motivating modernization initiatives, the common obstacles encountered during program execution, and the critical success factors that differentiate pragmatic modernization efforts from costly, protracted undertakings. The emphasis is on actionable perspective: how to prioritize transformation paths, choose appropriate modernization approaches, and mobilize cross-functional stakeholders to achieve measurable improvements in agility and customer experience.
How platform engineering, cloud native patterns, and outcome-based delivery are reshaping modernization approaches and organizational design across enterprises
The landscape for application modernization is undergoing several transformative shifts that are redefining how enterprises approach legacy-to-cloud initiatives. First, there is a clear movement away from lift-and-shift projects that simply replicate legacy constraints, toward approaches that emphasize refactoring for cloud-native resiliency and performance. This shift is reinforced by the growing maturity of containerization, microservices, and orchestration technologies, which enable finer-grained scalability and more robust deployment pipelines.
Concurrently, organizational models are evolving to support product-centric engineering, where cross-functional teams own application lifecycles end-to-end. This operational shift reduces handoffs and accelerates feedback loops between engineering, security, and business stakeholders. Another major change is the increasing prevalence of platform engineering: centralized self-service platforms that standardize common capabilities while allowing teams to move quickly within guardrails.
Finally, the economics of software and infrastructure are prompting leaders to reevaluate delivery models, favoring managed services, platform partnerships, and outcome-based engagements that align vendor incentives with business outcomes. Collectively, these shifts mean that application modernization is now both a technical and a strategic transformation, requiring integrated planning across technology, talent, and governance.
Assessing how 2025 US trade policy adjustments could influence infrastructure sourcing, vendor economics, and modernization sequencing across global enterprises
Anticipated tariff actions and trade policy changes in the United States during 2025 create a complex backdrop for organizations engaged in application modernization, particularly in areas that touch hardware procurement, regional cloud infrastructure, and third-party vendor supply chains. Even when software modernization itself is primarily labor and knowledge-driven, the ecosystem includes hardware refresh cycles for on-premises infrastructure, specialized appliances for edge deployments, and networking gear that may face cost pressures from tariff adjustments. These cost dynamics influence decisions about on-premises versus cloud options and can accelerate cloud-first choices where hardware exposure is a concern.
Moreover, tariff-related shifts can affect vendor economics and the availability of certain components, which in turn can influence contract negotiations and sourcing strategies. For multinational organizations, changes in trade policy also alter the calculus around data residency and where to locate critical infrastructure. In response, modernization leaders should explicitly incorporate sensitivity to trade policy and supply chain constraints as part of their roadmap planning.
In addition, procurement and legal teams must be prepared to engage earlier in transformation programs to identify exposure, negotiate protective contract terms, and work with suppliers to ensure continuity. Organizations that integrate tariff and trade-risk assessments into their modernization governance will be better positioned to adapt sequencing, select resilient architectures, and preserve momentum despite external policy changes.
Uncovering how services, approaches, technologies, vertical requirements, enterprise scale, and cloud deployment choices combine to shape tailored modernization strategies
A granular view of segmentation reveals how different modernization levers map to distinct business priorities and technical tradeoffs. When looking across service types such as application integration, application portfolio assessment, application re-platforming, cloud application migration, post-modernization, and UI modernization, it becomes clear that each service brings different value timelines and risk profiles. For example, portfolio assessments and integration work often unlock rapid risk reduction and interoperability gains, whereas re-platforming and UI modernization can materially shift user experience and long-term maintainability.
Modernization approach matters as well: rebuilding offers the cleanest architectural reset but requires significant investment and governance; refactoring preserves business logic while improving modularity; rehosting provides quick operational uplift; replacing can eliminate chronic technical debt through new SaaS alternatives; and replatforming balances effort and outcome by migrating to a managed runtime without wholesale redesign. Technology selection drives implementation patterns. Cloud computing underpins elasticity and global availability, containers and microservices enable modular scaling, and orchestration and automation deliver repeatability and operational safety.
Industry vertical considerations further influence priorities, as regulatory intensity and domain complexity differ between automotive and transportation, banking, financial services and insurance, energy and utilities, government and public sector, healthcare and life sciences, IT and telecommunications, and retail and consumer goods. Organization size also shapes capability and procurement approaches: large enterprises often pursue multi-year, in-house modernization programs while small and medium enterprises prefer packaged approaches or managed services. Finally, cloud deployment mode-hybrid cloud, private cloud, and public cloud-dictates architectural choices, data residency strategies, and integration patterns, underscoring the need for tailored modernization playbooks that reconcile technical design with industry and organizational constraints.
Examining how regional infrastructure footprints, regulatory regimes, and talent ecosystems drive differentiated modernization priorities across global markets
Regional dynamics materially affect modernization priorities, capacity, and vendor ecosystems. In the Americas, a concentration of digital-native enterprises and cloud provider investments creates an environment where rapid cloud adoption and advanced automation practices are common, while regulatory variation across jurisdictions sets different compliance requirements that teams must address early in design. Europe, Middle East & Africa presents a mosaic of regulatory regimes, talent availability, and sovereign data considerations that favor hybrid architectures and stronger emphasis on privacy, localization, and interoperable standards. Market maturity differs within the region, prompting varied approaches ranging from large-scale replatforming projects to targeted modernization with strict compliance constraints.
Asia-Pacific features a wide spectrum of adoption patterns, from highly digitalized markets with strong cloud-native ecosystems to emerging economies where cost optimization and legacy consolidation remain central. Supply chain centrality in some Asia-Pacific markets also means that hardware and components availability, as well as regional cloud footprint, can significantly influence modernization timelines. Across all regions, local talent markets and partner networks determine how quickly organizations can absorb new operational models, and regional regulatory shifts continuously reshape data strategy and deployment choices. Consequently, effective modernization roadmaps account for regional infrastructure footprints, compliance regimes, and the local partner landscape to balance speed, risk, and cost.
Evaluating how vendor ecosystems, hyperscaler alliances, and outcome-oriented engagement models are redefining competitive positioning among modernization providers
Competitive dynamics among firms offering modernization services center on platform capabilities, domain expertise, and the ability to deliver measurable business outcomes through integrated delivery models. Leading providers differentiate by combining deep technical prowess in cloud-native stacks with industry-specific accelerators and pre-built integrations that reduce time to value. Strategic partnerships with hyperscalers, middleware vendors, and security technology firms form a core part of competitive positioning, enabling vendors to offer end-to-end roadmaps that address both infrastructure and application layers.
In addition to technology depth, successful firms invest in change management and capability uplift, recognizing that modernization succeeds only when client teams can operate and evolve new platforms. This includes training, runbooks, and embedding platform engineering practices. Another important dynamic is the emergence of managed service bundling and outcome-based engagements that align incentives across provider and client, shifting focus from discrete deliverables to continuous operational improvement. Finally, smaller specialized players often compete on niche domain expertise or rapid implementation models, creating a vibrant ecosystem where clients can choose from full-service integrators, cloud-native specialists, and regional partners that understand local compliance and operational realities.
Actionable operating and procurement principles that leaders can apply to accelerate modernization while reducing risk and securing measurable business outcomes
Leaders undertaking modernization should adopt a set of actionable principles that convert strategic intent into executable programs. First, prioritize a portfolio-driven approach that segments applications by business criticality, technical risk, and user impact, enabling focused investment on high-value areas while preserving operational continuity for lower-risk assets. Next, adopt hybrid delivery models that combine internal product teams with external specialist partners, ensuring access to scarce expertise while retaining long-term platform ownership.
Leverage automation and platform engineering to reduce cognitive load on development teams and to institutionalize repeatable deployment and security practices. Integrate trade policy and supply chain risk assessments into procurement and architectural decision-making to mitigate exposure to external shocks. Invest deliberately in workforce transformation, emphasizing cross-functional skill development, practical training, and measurable adoption metrics. Finally, align vendor contracts around outcomes where feasible and insist on clear performance indicators and escalation paths. By following these recommendations, organizations can improve predictability, control costs, and accelerate realization of the business benefits modernization promises.
A transparent and multi-method research approach combining executive interviews, vendor assessments, and scenario analysis to ensure actionable and reliable insight
The research methodology underlying these insights combines qualitative and quantitative techniques designed to surface practical implications and organizational priorities. Primary research included structured interviews with technology leaders, architects, and procurement specialists responsible for modernization programs, providing real-world perspectives on challenges, vendor selection, and operational readiness. Secondary research encompassed a review of industry reports, vendor documentation, technology whitepapers, and policy analyses to contextualize primary findings within broader technology and regulatory trends.
Analytical methods prioritized cross-validation across sources: thematic synthesis of interview data was corroborated with vendor capability assessments and technology adoption patterns. Scenario analysis was employed to explore sensitivities such as supply chain disruptions and regulatory shifts, which informed guidance on sequencing and risk mitigation. Throughout the methodology, emphasis was placed on practical applicability, ensuring that conclusions reflect the constraints and decision-making frameworks commonly used by enterprise leaders. Transparency in methods is maintained by specifying sample composition, interview protocols, and criteria for vendor and technology evaluation so that readers can assess relevance to their context.
A strategic synthesis that reinforces modernization as a continuous capability requiring alignment of technology, operations, governance, and external risk mitigation
In closing, application modernization is an indispensable capability for organizations seeking sustained competitiveness in a digital-first economy. The path to modernized applications is multifaceted, requiring deliberate alignment between technological choices, operating models, and governance mechanisms. Organizations that treat modernization as a continuous capability rather than a one-off project are better positioned to capture agility gains, improve security posture, and deliver superior customer experiences.
Effective modernization programs are characterized by disciplined portfolio management, pragmatic selection of modernization approaches, and investment in platform engineering and automation. Attention to external factors-such as trade policy, vendor economics, and regional infrastructure constraints-further enhances resilience and enables informed sequencing of initiatives. Ultimately, success depends on the ability to balance rapid delivery with sustainable architectural direction, supported by partnerships that complement internal capabilities and by governance that ensures measurable outcomes. This conclusion reinforces the imperative for leaders to act with purpose and to design modernization programs that deliver both immediate wins and long-term strategic advantage.
Note: PDF & Excel + Online Access - 1 Year
A strategic orientation to application modernization that explains the drivers, organizational implications, and success factors for transformative software renewal
The modern enterprise sits at a complex intersection of legacy application debt, accelerating customer expectations, and an expanding palette of cloud-native capabilities. Organizations are no longer merely migrating workloads; they are redefining how software delivery models create sustained business value. In this environment, application modernization is not a one-time project but a strategic imperative that shapes competitiveness, operational resilience, and the ability to innovate rapidly.
This introduction frames application modernization as an ecosystem-level discipline that spans technology, process, and organizational design. It highlights the shift from monolithic, tightly coupled systems toward modular architectures that support continuous delivery and iterative value realization. Furthermore, it recognizes that successful modernization combines technical transformation with governance, talent development, and clear alignment to business outcomes.
Readers will gain a clear orientation to the drivers motivating modernization initiatives, the common obstacles encountered during program execution, and the critical success factors that differentiate pragmatic modernization efforts from costly, protracted undertakings. The emphasis is on actionable perspective: how to prioritize transformation paths, choose appropriate modernization approaches, and mobilize cross-functional stakeholders to achieve measurable improvements in agility and customer experience.
How platform engineering, cloud native patterns, and outcome-based delivery are reshaping modernization approaches and organizational design across enterprises
The landscape for application modernization is undergoing several transformative shifts that are redefining how enterprises approach legacy-to-cloud initiatives. First, there is a clear movement away from lift-and-shift projects that simply replicate legacy constraints, toward approaches that emphasize refactoring for cloud-native resiliency and performance. This shift is reinforced by the growing maturity of containerization, microservices, and orchestration technologies, which enable finer-grained scalability and more robust deployment pipelines.
Concurrently, organizational models are evolving to support product-centric engineering, where cross-functional teams own application lifecycles end-to-end. This operational shift reduces handoffs and accelerates feedback loops between engineering, security, and business stakeholders. Another major change is the increasing prevalence of platform engineering: centralized self-service platforms that standardize common capabilities while allowing teams to move quickly within guardrails.
Finally, the economics of software and infrastructure are prompting leaders to reevaluate delivery models, favoring managed services, platform partnerships, and outcome-based engagements that align vendor incentives with business outcomes. Collectively, these shifts mean that application modernization is now both a technical and a strategic transformation, requiring integrated planning across technology, talent, and governance.
Assessing how 2025 US trade policy adjustments could influence infrastructure sourcing, vendor economics, and modernization sequencing across global enterprises
Anticipated tariff actions and trade policy changes in the United States during 2025 create a complex backdrop for organizations engaged in application modernization, particularly in areas that touch hardware procurement, regional cloud infrastructure, and third-party vendor supply chains. Even when software modernization itself is primarily labor and knowledge-driven, the ecosystem includes hardware refresh cycles for on-premises infrastructure, specialized appliances for edge deployments, and networking gear that may face cost pressures from tariff adjustments. These cost dynamics influence decisions about on-premises versus cloud options and can accelerate cloud-first choices where hardware exposure is a concern.
Moreover, tariff-related shifts can affect vendor economics and the availability of certain components, which in turn can influence contract negotiations and sourcing strategies. For multinational organizations, changes in trade policy also alter the calculus around data residency and where to locate critical infrastructure. In response, modernization leaders should explicitly incorporate sensitivity to trade policy and supply chain constraints as part of their roadmap planning.
In addition, procurement and legal teams must be prepared to engage earlier in transformation programs to identify exposure, negotiate protective contract terms, and work with suppliers to ensure continuity. Organizations that integrate tariff and trade-risk assessments into their modernization governance will be better positioned to adapt sequencing, select resilient architectures, and preserve momentum despite external policy changes.
Uncovering how services, approaches, technologies, vertical requirements, enterprise scale, and cloud deployment choices combine to shape tailored modernization strategies
A granular view of segmentation reveals how different modernization levers map to distinct business priorities and technical tradeoffs. When looking across service types such as application integration, application portfolio assessment, application re-platforming, cloud application migration, post-modernization, and UI modernization, it becomes clear that each service brings different value timelines and risk profiles. For example, portfolio assessments and integration work often unlock rapid risk reduction and interoperability gains, whereas re-platforming and UI modernization can materially shift user experience and long-term maintainability.
Modernization approach matters as well: rebuilding offers the cleanest architectural reset but requires significant investment and governance; refactoring preserves business logic while improving modularity; rehosting provides quick operational uplift; replacing can eliminate chronic technical debt through new SaaS alternatives; and replatforming balances effort and outcome by migrating to a managed runtime without wholesale redesign. Technology selection drives implementation patterns. Cloud computing underpins elasticity and global availability, containers and microservices enable modular scaling, and orchestration and automation deliver repeatability and operational safety.
Industry vertical considerations further influence priorities, as regulatory intensity and domain complexity differ between automotive and transportation, banking, financial services and insurance, energy and utilities, government and public sector, healthcare and life sciences, IT and telecommunications, and retail and consumer goods. Organization size also shapes capability and procurement approaches: large enterprises often pursue multi-year, in-house modernization programs while small and medium enterprises prefer packaged approaches or managed services. Finally, cloud deployment mode-hybrid cloud, private cloud, and public cloud-dictates architectural choices, data residency strategies, and integration patterns, underscoring the need for tailored modernization playbooks that reconcile technical design with industry and organizational constraints.
Examining how regional infrastructure footprints, regulatory regimes, and talent ecosystems drive differentiated modernization priorities across global markets
Regional dynamics materially affect modernization priorities, capacity, and vendor ecosystems. In the Americas, a concentration of digital-native enterprises and cloud provider investments creates an environment where rapid cloud adoption and advanced automation practices are common, while regulatory variation across jurisdictions sets different compliance requirements that teams must address early in design. Europe, Middle East & Africa presents a mosaic of regulatory regimes, talent availability, and sovereign data considerations that favor hybrid architectures and stronger emphasis on privacy, localization, and interoperable standards. Market maturity differs within the region, prompting varied approaches ranging from large-scale replatforming projects to targeted modernization with strict compliance constraints.
Asia-Pacific features a wide spectrum of adoption patterns, from highly digitalized markets with strong cloud-native ecosystems to emerging economies where cost optimization and legacy consolidation remain central. Supply chain centrality in some Asia-Pacific markets also means that hardware and components availability, as well as regional cloud footprint, can significantly influence modernization timelines. Across all regions, local talent markets and partner networks determine how quickly organizations can absorb new operational models, and regional regulatory shifts continuously reshape data strategy and deployment choices. Consequently, effective modernization roadmaps account for regional infrastructure footprints, compliance regimes, and the local partner landscape to balance speed, risk, and cost.
Evaluating how vendor ecosystems, hyperscaler alliances, and outcome-oriented engagement models are redefining competitive positioning among modernization providers
Competitive dynamics among firms offering modernization services center on platform capabilities, domain expertise, and the ability to deliver measurable business outcomes through integrated delivery models. Leading providers differentiate by combining deep technical prowess in cloud-native stacks with industry-specific accelerators and pre-built integrations that reduce time to value. Strategic partnerships with hyperscalers, middleware vendors, and security technology firms form a core part of competitive positioning, enabling vendors to offer end-to-end roadmaps that address both infrastructure and application layers.
In addition to technology depth, successful firms invest in change management and capability uplift, recognizing that modernization succeeds only when client teams can operate and evolve new platforms. This includes training, runbooks, and embedding platform engineering practices. Another important dynamic is the emergence of managed service bundling and outcome-based engagements that align incentives across provider and client, shifting focus from discrete deliverables to continuous operational improvement. Finally, smaller specialized players often compete on niche domain expertise or rapid implementation models, creating a vibrant ecosystem where clients can choose from full-service integrators, cloud-native specialists, and regional partners that understand local compliance and operational realities.
Actionable operating and procurement principles that leaders can apply to accelerate modernization while reducing risk and securing measurable business outcomes
Leaders undertaking modernization should adopt a set of actionable principles that convert strategic intent into executable programs. First, prioritize a portfolio-driven approach that segments applications by business criticality, technical risk, and user impact, enabling focused investment on high-value areas while preserving operational continuity for lower-risk assets. Next, adopt hybrid delivery models that combine internal product teams with external specialist partners, ensuring access to scarce expertise while retaining long-term platform ownership.
Leverage automation and platform engineering to reduce cognitive load on development teams and to institutionalize repeatable deployment and security practices. Integrate trade policy and supply chain risk assessments into procurement and architectural decision-making to mitigate exposure to external shocks. Invest deliberately in workforce transformation, emphasizing cross-functional skill development, practical training, and measurable adoption metrics. Finally, align vendor contracts around outcomes where feasible and insist on clear performance indicators and escalation paths. By following these recommendations, organizations can improve predictability, control costs, and accelerate realization of the business benefits modernization promises.
A transparent and multi-method research approach combining executive interviews, vendor assessments, and scenario analysis to ensure actionable and reliable insight
The research methodology underlying these insights combines qualitative and quantitative techniques designed to surface practical implications and organizational priorities. Primary research included structured interviews with technology leaders, architects, and procurement specialists responsible for modernization programs, providing real-world perspectives on challenges, vendor selection, and operational readiness. Secondary research encompassed a review of industry reports, vendor documentation, technology whitepapers, and policy analyses to contextualize primary findings within broader technology and regulatory trends.
Analytical methods prioritized cross-validation across sources: thematic synthesis of interview data was corroborated with vendor capability assessments and technology adoption patterns. Scenario analysis was employed to explore sensitivities such as supply chain disruptions and regulatory shifts, which informed guidance on sequencing and risk mitigation. Throughout the methodology, emphasis was placed on practical applicability, ensuring that conclusions reflect the constraints and decision-making frameworks commonly used by enterprise leaders. Transparency in methods is maintained by specifying sample composition, interview protocols, and criteria for vendor and technology evaluation so that readers can assess relevance to their context.
A strategic synthesis that reinforces modernization as a continuous capability requiring alignment of technology, operations, governance, and external risk mitigation
In closing, application modernization is an indispensable capability for organizations seeking sustained competitiveness in a digital-first economy. The path to modernized applications is multifaceted, requiring deliberate alignment between technological choices, operating models, and governance mechanisms. Organizations that treat modernization as a continuous capability rather than a one-off project are better positioned to capture agility gains, improve security posture, and deliver superior customer experiences.
Effective modernization programs are characterized by disciplined portfolio management, pragmatic selection of modernization approaches, and investment in platform engineering and automation. Attention to external factors-such as trade policy, vendor economics, and regional infrastructure constraints-further enhances resilience and enables informed sequencing of initiatives. Ultimately, success depends on the ability to balance rapid delivery with sustainable architectural direction, supported by partnerships that complement internal capabilities and by governance that ensures measurable outcomes. This conclusion reinforces the imperative for leaders to act with purpose and to design modernization programs that deliver both immediate wins and long-term strategic advantage.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
183 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Rapid adoption of cloud-native microservices architectures for scalable application modernization
- 5.2. Integration of low-code and no-code platforms to accelerate legacy application transformation
- 5.3. Increasing utilization of AI and machine learning for automated code refactoring in modernization
- 5.4. Widespread migration of monolithic applications to containerized Kubernetes environments
- 5.5. Growing focus on security and compliance frameworks during modernization initiatives
- 5.6. Emergence of serverless computing models to reduce infrastructure complexity in modernization
- 5.7. Adoption of FinOps-driven cost optimization strategies in modernization projects
- 5.8. Rising implementation of edge computing solutions for low-latency modernized applications
- 5.9. Platform engineering and internal developer platforms standardize modernization toolchains and golden paths across large enterprises
- 5.10. Mainframe and midrange replatforming accelerates via rehosting, emulation, and language conversion to modern runtimes
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Application Modernization Services Market, by Service Type
- 8.1. Application Re-engineering & Redevelopment Services
- 8.2. Application Refactoring & Re-architecting Services
- 8.3. Experience Modernization Services
- 8.4. Integration & API Enablement Services
- 8.5. Managed Modernization & Continuous Optimization Services
- 8.6. Migration & Infrastructure Modernization Services
- 8.7. Operations Modernization & Automation Services
- 8.8. Strategy & Assessment Services
- 9. Application Modernization Services Market, by Modernization Approach
- 9.1. Rearchitect
- 9.2. Rebuild
- 9.3. Refactor
- 9.4. Rehost
- 9.5. Replatform
- 9.6. Repurchase
- 9.7. Retain
- 9.8. Retire
- 10. Application Modernization Services Market, by Application Type
- 10.1. Customer-Facing
- 10.1.1. Customer Portals
- 10.1.2. Ecommerce
- 10.1.3. Mobile Applications
- 10.1.4. Web Applications
- 10.2. Data & Analytics
- 10.2.1. AI/ML Applications
- 10.2.2. BI & Reporting
- 10.2.3. Data Lake/Lakehouse
- 10.2.4. Data Warehouse
- 10.3. Edge & IoT
- 10.3.1. Device Management
- 10.3.2. Real-Time Analytics
- 10.4. Enterprise Applications
- 10.4.1. CRM
- 10.4.2. ERP
- 10.4.3. Finance & Accounting
- 10.4.4. HCM
- 10.4.5. SCM
- 10.5. Legacy Batch & Mainframe
- 10.5.1. Batch Processing
- 10.5.2. CICS/IMS Transactions
- 11. Application Modernization Services Market, by Industry Vertical
- 11.1. Automotive & Transportation
- 11.2. Banking, Financial Services, And Insurance
- 11.3. Energy & Utilities
- 11.4. Government & Public Sector
- 11.5. Healthcare And Life Sciences
- 11.6. IT & Telecommunications
- 11.7. Retail And Consumer Goods
- 12. Application Modernization Services Market, by Organization Size
- 12.1. Large Enterprises
- 12.2. Small And Medium Enterprises
- 13. Application Modernization Services Market, by Cloud Deployment Mode
- 13.1. Hybrid Cloud
- 13.2. Private Cloud
- 13.3. Public Cloud
- 14. Application Modernization Services Market, by Region
- 14.1. Americas
- 14.1.1. North America
- 14.1.2. Latin America
- 14.2. Europe, Middle East & Africa
- 14.2.1. Europe
- 14.2.2. Middle East
- 14.2.3. Africa
- 14.3. Asia-Pacific
- 15. Application Modernization Services Market, by Group
- 15.1. ASEAN
- 15.2. GCC
- 15.3. European Union
- 15.4. BRICS
- 15.5. G7
- 15.6. NATO
- 16. Application Modernization Services Market, by Country
- 16.1. United States
- 16.2. Canada
- 16.3. Mexico
- 16.4. Brazil
- 16.5. United Kingdom
- 16.6. Germany
- 16.7. France
- 16.8. Russia
- 16.9. Italy
- 16.10. Spain
- 16.11. China
- 16.12. India
- 16.13. Japan
- 16.14. Australia
- 16.15. South Korea
- 17. Competitive Landscape
- 17.1. Market Share Analysis, 2024
- 17.2. FPNV Positioning Matrix, 2024
- 17.3. Competitive Analysis
- 17.3.1. Accenture PLC
- 17.3.2. Cognizant Technology Solutions Corporation
- 17.3.3. Alibaba Group Holding Limited
- 17.3.4. Amazon Web Services, Inc.
- 17.3.5. AppScale Systems, Inc.
- 17.3.6. Aspire Systems (India) Private Limited
- 17.3.7. Atos SE
- 17.3.8. Bell Integration
- 17.3.9. Capgemini SE
- 17.3.10. Dell Technologies Inc.
- 17.3.11. dinCloud by ATSG Company
- 17.3.12. DXC Technology Company
- 17.3.13. Ekco Group
- 17.3.14. EvolveWare Inc.
- 17.3.15. Fujitsu Limited
- 17.3.16. Google LLC by Alphabet Inc.
- 17.3.17. HCL Technologies Limited
- 17.3.18. Hewlett Packard Enterprise Company
- 17.3.19. Huawei Technologies Co., Ltd.
- 17.3.20. Infosys Limited
- 17.3.21. International Business Machines Corporation
- 17.3.22. Idera, Inc.
- 17.3.23. LTIMindtree Limited
- 17.3.24. Microsoft Corporation
- 17.3.25. NetApp, Inc.
- 17.3.26. NTT DATA Group Corporation
- 17.3.27. Oodles Technologies
- 17.3.28. Oracle Corporation
- 17.3.29. OVH Groupe SA
- 17.3.30. Rackspace Technology, Inc.
- 17.3.31. Rocket Software, Inc
- 17.3.32. SAP SE
- 17.3.33. Semantic Designs, Incorporated
- 17.3.34. ServiceNow, Inc.
- 17.3.35. Softura
- 17.3.36. Tata Consultancy Services Limited
- 17.3.37. Tech Mahindra Limited
- 17.3.38. Tudip Technologies Private Limited
- 17.3.39. Broadcom, Inc.
- 17.3.40. Wipro Limited
- 17.3.41. Xencia Technology Solutions Private Limitied
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