Charting the GBS Course for 2024: Accelerating and Sustaining Success
GBS (Global Business Services) organizations have established themselves as strategic partners for the enterprise – playing a pivotal role in identifying avenues of growth and creating momentum for forward-looking and innovative change. Today, enterprises and GBS organizations are exploring non-traditional approaches – ones that are anchored on customer centricity and outcomes – to take advantage of the GBS model. However, with increased capabilities come increased responsibilities.
Watch our GBS experts for an insightful webinar examining what lies ahead for the GBS model. They discussed the model’s remarkable resilience, its rising preference, and the shifting conversations from a value-first to an outcomes-centric approach. Participants will gain valuable insights into the changing dynamics of GBS and how it plays a pivotal role in shaping enterprise-level strategies.
What questions will the webinar answer for the participants?
What are GBS leaders’ strategic priorities for 2024?
How can GBS organizations drive closer alignment with business and the broader enterprise?
What capabilities will become crucial as part of evolution?
Everest Group is excited to be sponsoring an upcoming webcast with The Conference Board. Everest Group analysts, Abhishek Sharma, Partner, and Bharath M, Vice President, will serve as presenters.
The webcast will focus on the most important pricing and commercial themes observed in the first half of the year, emerging trends and how enterprises can incorporate them into their forward-looking planning for 2024 and beyond.
Everest Group and nasscom will host a dynamic LinkedIn Live event spotlighting 💡 the achievements, best practices, and success stories from a few of the 2023 nasscom GCC award winners in the Rising Star and Innovation with Impact categories.
This event will illustrate the transformative path of these GCCs and how they have elevated 💹 themselves by strategically integrating innovation, effectively addressing business needs, and successfully delivering significant business impact. 📢 📢Join us as we uncover learnings from their journeys and hear valuable insights from the best in the industry.
The presenters will discuss: • Strategies to drive innovation to solve challenges and pave the way for sustainable and quantifiable impact • Approaches to accelerate value for the global 🌎 enterprise with a high degree of ownership and accountability • Methods to implement seamless integration within the larger enterprise framework • Ways to enhance brand presence and elevate the employee value proposition
Expanding Horizons: India GCCs Propelling the Next Wave of Growth for Life Sciences Organizations
September 12, 2023 |
8:00 AM IST - 11:00 AM IST
Facilitated by Everest Group
The life sciences industry is undergoing significant evolution and growth driven by advancements in technology, changing demographics, shifting regulatory landscapes, and emerging healthcare challenges.
India has emerged as a key location for life sciences organizations due to its vast talent pool of skilled professionals, cost-effectiveness, robust research infrastructure, supportive regulatory environment, and thriving innovation ecosystem.
Join this roundtable on September 12 in Bangalore to participate in conversations with our expert analysts and your peers. Attendees will gain valuable insights into the future potential for the industry, and how India as a leading global delivery location can play an instrumental role in the growth of life sciences organizations.
We’ll uncover key themes in this discussion, such as:
How India has emerged as a key talent hub for life sciences organizations
How to leverage the diverse talent/capabilities to enable delivery of services across the life sciences value chain (and the opportunity to leverage talent beyond R&D in areas such as commercial analytics, F&A, and SCM)
How there is an increasing focus on innovation, digital, and data analytics in life sciences GCCs, and how it is backed by India’s vibrant innovation and entrepreneurship ecosystem
Who should attend?
Life sciences leaders and site heads
Roundtable guidelines
The only price of admission is participation. Attendees should be prepared to share their experiences and be willing to engage in discourse. Participation is limited to enterprise leaders (no service providers).
Storytelling is a powerful tool for establishing meaningful connections, fostering collaboration, and conveying brand essence. Global Capability Centers (GCCs) can use storytelling to transcend geographic and cultural barriers to effectively communicate their vision and value to diverse audiences. Discover the benefits, key factors for effective storytelling, and pitfalls to avoid in this blog.
In the realm of GCC organizations, they aimed high,
chasing growth, influence, and visibility in the sky.
Driven by ambition and relentless pursuit,
they found themselves caught in a different route.
Day-by-day operations took the lead,
communication, alas, began to recede.
Lost in the web of tasks and demands,
the art of connection slipped from their hands.
A challenging phase started to unfold,
as silence replaced the stories once told.
In this void, misunderstandings grew,
and collaboration became few.
But fear not, for there is hope yet,
to break free from this entangled net.
Let us reclaim the power of words,
and reignite the stories waiting to be heard.
So let us weave narratives, both bold and true,
reviving the art that brings us through.
In the symphony of voices, let us find,
the harmony that unites and binds.
Challenges GCCs face
In today’s rapidly evolving landscape, the imperative for GCCs to tell their stories effectively has become more crucial than ever. While most GCCs have successfully delivered upon their initial mandates for growth, concerns are mounting that they are increasingly viewed as mere offshore role aggregators as opposed to value generators. And that’s the case – values such as customer churn reduction and product differentiation are being created in several GCCs, harnessing the power of digital and improved business context.
Unfortunately, amidst the demands of day-to-day operations, the art of storytelling and celebrating great stories has taken a backseat, overshadowed by immediate-term priorities such as delivery management. However, by prioritizing storytelling GCCs can reap many benefits and drive meaningful outcomes.
1.Why should GCC organizations learn to tell their stories effectively?
A significant number of GCCs today lack a comprehensive approach to measuring the value they generate and struggling to articulate it to their global counterparts. This challenge was highlighted during the 2023 nasscom GCC conclave, where many leaders raised the question of value articulation. While the majority of organizations track metrics such as cost per full-time equivalent (FTE) and operational benchmarks such as service level agreement (SLA) attainment and retention, measuring value beyond arbitrage remains challenging. Organizations often lack robust mechanisms to quantify contributions made through new scope and initiatives that are unique to the GCC.
2. Build a stronger business case for new opportunities – scale operations across the enterprise
Successful GCCs have articulated the value they bring to the business by presenting their ability to take up new scope and engagement models through in-depth analysis of in-house capabilities and effective pitching. Pitches addressing multiple dimensions, including the business impact for the global enterprise, the cost of delivering desired outcomes, the impact on talent and operating models, and the scalability of proposed initiatives, often resonate better than solely highlighting business metrics.
Let’s consider the example of a GCC of a leading life sciences firm that proved the GCC’s ability to build effective teams across multiple therapeutic areas by centralizing capabilities such as market research, analytics, and generating insights. The GCC also is now engaging in multiple chargeback models as well, such as FTE-based fees for some processes and transaction-based for others. Effective storytelling has been a critical success factor for the GCC in its evolution journey.
3.Support broader change management initiatives – Move communications beyond just another email!
Change management has become a crucial capability for GCCs, particularly as they drive organization-wide initiatives. While Change Management and communication are not necessarily synonymous, communication forms an integral underlying element. Many organizations overlook the significance of crafting compelling narratives that highlight the rationale behind the change, its benefits, and its relevance to individuals and the overall organization. Building change enablers requires a strong foundation in effective storytelling that communicates why this change is important for the organization and its employees. It ensures that everyone is taken along on this journey – fully presenting the good, the bad, and the ugly.
4. Create a compelling employer brand
Do your employees and target talent pool understand your employee value proposition (EVP)? It’s time to tell them.
Maintaining a positive brand image remains critical for attracting and retaining high-quality talent. Employees with specialized functional and behavioral skills are becoming ever more critical to sustained organizational success as the market gets more competitive. The biggest gap we see is companies investing in building and offering a differentiated strong EVP but doing little to ensure their employees and prospective candidates understand it. This creates a problem because people cannot appreciate what they do not know. Consequently, perception becomes reality and significantly impacts decisions, mostly unfavorably for employees.
Storytelling forms an essential component of maintaining and strengthening branding. In several GCC organizations today, a significant disparity exists between internal pulse ratings and external perceptions observed via third-party platforms. To bridge the gap and foster a more cohesive work environment, organizations must enhance internal communication about initiatives and efforts undertaken for employees alongside structural EVP upgrades.
Everest Group recently published the second edition of the Top GBS Employers™ report, revealing the following important insights:
The employer initiatives initiated by India GBS in 2022 have had a significant impact on brand perception
While approximately 60% of the top GBS employers from 2022 have maintained their positions, about 40% have slipped down
At the same time, many GBS employers have positively improved brand perception n year-over-year, driven by initiatives that created a superior employee experience
Implementing employee initiatives often takes time to have a noticeable impact on brand perception
Market sensitivity revalidates the conviction that GBS employers need consistent efforts to maintain their brand perception, as complacency can result in a negative impact on the GBS brand
5. Focus on the X-factor to better serve the enterprise – prioritize employee experience
Managing experience can benefit three distinct stakeholder groups – employees in the GCC, the internal customer experience, and the end customer experience. While established metrics and approaches exist for managing end customer experience, the same level of focus is often lacking within the organization. Increasingly, many GCC organizations are building dedicated groups responsible for managing internal stakeholder experience. These teams act as liaisons between GCC and their global counterparts to identify pain points, investigate factors leading to multiple hand-offs and iterations, and find effective solutions.
What have you adopted to drive customer and internal network/employee experience from your GBS?
Built a dedicated experience team focusing on enhancing experience across all stakeholder groups
25%
Role limited to managing experience for internal network, i.e., different entities/BUs/GBS, and employees
29%
Limited support currently, but area prioritized for 2023
18%
Still in exploratory phase, with focus currently prioritized on BAU and other value-addition initiatives
To ensure effective storytelling, organizations need to be aware of common stumbling blocks such as:
Lacking clarity of the priorities of audiences they are targeting
Waiting for big-bang events to amplify success or exaggerating one-time events (for example, highlighting new automation that only led to a 10% productivity improvement)
Relying too heavily on specific groups of individuals to drive communication, without balancing the need for a storytelling philosophy in the organization’s DNA versus channeling it all through dedicated groups
Not having a coordinated communication strategy across the organization
Enablers for effective storytelling
Several factors can contribute to successfully using this communication approach, including:
Providing soft-skills training for first-line managers to improve communication
Implementing robust systems to capture and communicate the value-add contributions across businesses
Having a communications team with dedicated social media strategy and guidelines to ensure consistency in communication across businesses
Striking a balance in styles that doesn’t overcommunicate or dilute the message
As GCC organizations mature and move closer to the end customer, they must recognize the immense value of a strong storytelling capability. Whether embedded in their culture or embraced as a guiding philosophy, storytelling becomes a powerful tool to forge meaningful connections, inspire collaboration, and convey the essence of their brand.
We strongly believe that by crafting compelling narratives, GCCs can transcend geographical barriers and cultural differences, effectively communicating their vision and values to diverse audiences. By embracing storytelling as a strategic lever, GCC organizations can amplify their impact, cultivate meaningful connections, and strengthen their position in an ever-evolving landscape.
Driving Growth: Evolving the GBS Role in Marketing Services
July 27, 2023 |
9:30 AM EDT | 7:00 PM IST
Marketing has undergone a substantial transformation brought on by the adoption of digital technologies; however, support service delivery models have not kept up with the pace of change. GBS and GCC organizations can play a pivotal role in unlocking marketing efficiencies and benefits.
Join this virtual roundtable discussion to participate in conversations with our expert analysts and your peers. Attendees will gain valuable insights into the latest adoption trends and actively contribute to a group discussion exploring their positioning of marketing service delivery models, including vision, enablers for future value creation, futuristic plans and evolution, and governance models.
This session will help participants develop an understanding of priorities and opportunities for the global delivery of marketing services such as:
The vision for marketing services in GBS organizations
Key areas and enablers for future value creation
Futuristic operating and governance models
Critical success factors
Success stories from best-in-class peers
Who should attend?
GBS leaders
GBS strategy leaders
Marketing services leaders
Virtual Roundtable Guidelines
The only price of admission is participation. Attendees should be prepared to share their experiences and be willing to engage in discourse.
Participation is limited to enterprise leaders (no service providers). Everest Group will approve each attendance request to ensure an appropriate group size and mix of participants. The sessions are 90 minutes in duration and include introductions, a short presentation, and a facilitated discussion.
Marketing Services: Five Things You Need to Know to Capture Value in the Current Environment
Rapidly evolving customer preferences, geopolitical disruptions, and a demand to do “more with less” have kept marketing teams on their toes throughout 2022. Looking ahead, a change in mindset towards outsourcing could help address near-term problems while driving long-term transformation in the marketing space.
However, many enterprises are still on the fence about outsourcing their marketing functions due to a lack of information.
This webinar will explain what marketing services are, how we expect marketing services to evolve in the near future, and what CMOs need to consider while building their future roadmap.
Our speakers will discuss topics, including:
What does the Marketing services landscape look like in 2023?
How will perceptions in the marketing domain change in the near future?
What do enterprises expect from service providers, and how are they responding?
What role will technology play in this transition?
Top Priorities for Life Science GBS Organizations in 2023: Scaling R&D Capabilities
April 05, 2023 |
9:30 am EDT | 7 PM IST
Life Sciences GBS organizations today have evolved into strategic partners for their enterprises, driving both operational and technological advancements. As part of the evolution, Life Sciences GBS organizations are increasingly supporting critical functions, including R&D operations, and scaling up these capabilities has been a top priority.
Join this virtual roundtable as our experts and your peers discuss and explore the vision, effort, and support required for scaling R&D capabilities from offshore/nearshore delivery centers.
What you will take away:
In this collaborative session, we’ll uncover the key aspects of building R&D capabilities in GBS, such as:
The vision for housing R&D capabilities in GBS and the value proposition of having an offshore/nearshore presence
Key enablers and challenges in offshoring/nearshoring core capabilities
Success driving actions from Life Sciences GBS leaders
Success stories from best-in-class peers
Who should attend?
GBS leaders
GBS Strategy leaders
GBS site leaders
GBS R&D/Clinical leaders
Virtual Roundtable Guidelines
The only price of admission is participation. Attendees should be prepared to share their experiences and be willing to engage in discourse.
Participation is limited to enterprise leaders (no service providers). Everest Group will approve each attendance request to ensure an appropriate group size and mix of participants. The sessions are 90 minutes in duration and include introductions, a short presentation, and a facilitated discussion.
In the past, GBS organizations have displayed resilience – tackling the ongoing pandemic and intensified talent war. For 2023, GBS organizations must maintain this “persevere” mindset and continue alignment with CEO mandates.
In this on-demand webinar, our analysts will discuss how GBS leaders can sustain the strong momentum they have developed.
What questions does the on-demand webinar answer for the participants?
What are GBS leaders’ strategic priorities for 2023?
How can GBS organizations continue to build their strong foundation and drive more alignment with the enterprise?
What actions should be prioritized?
What steps can GBS organizations take to stay on top of talent needs for 2023 and beyond?
Who are the top GBS employers? To find out, we launched a first-of-its-kind study analyzing the employer brand perception of 200+ leading GBS organizations in India, the Philippines, and Poland across multiple dimensions.
For this study, we evaluated the performance of the GBS organizations in their local talent markets, spotlighting attrition rates, growth trends, and overall employee satisfaction ratings. In addition, we correlated the success achieved by GBS organizations in each talent market with the perception of their GBS brand as a preferred employer. The study was conducted for GBS organizations at an overall level and specifically for technology talent.
Join this on-demand webinar as we dive into the results of the study and shed light on what top GBS employers are doing to set themselves apart from the rest.
What questions will the on-demand webinar answer for the participants?
Who are the top GBS employers? What are the factors impacting GBS brand perception as an employer in key markets?
How can companies evaluate their brand perception from employees’ perspectives? How does it vary for GBS talent and technology talent?
What are the top employee grievances?
What initiatives do best-in-class organizations employ to enhance overall brand perception?