Author: Peter Bendor-Samuel

Global In-house Centers (Captives) on the Rise and Challenge Core vs Non-core | Blog

Global In-house Centers (GICs), which were first known as “captives,” are on the rise. There are hundreds of new startups, and existing captives are significantly expanding their capabilities. It is very clear that companies are more aggressively taking advantage of offshoring, and many are doing it by building their own capabilities. What accounts for this acceleration in companies building their own capability rather than taking advantage of a third-party service provider’s capability?

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Why Choice of Tech Service Providers Becomes More Strategic with Operations Platforms | Blog

Digital technologies brought the promise of an operational platform that enables companies to run their business differently and compete better in the marketplace. It is more automated, more self-service, more efficient, and more effective. And it is designed to continually evolve as business needs change. Looking at companies with mature operational platforms shows us what becomes essential to continually creating value through operational platforms. This essential understanding is explained in this blog.

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Key Issues Affecting the Effectiveness of Generative AI | Blog

Generative AI seems so compelling. However, it carries significant issues that will likely cause initiatives to fail or substantially underperform against their potential. This blog presents information about several issues. We will look first at a key issue causing a lot of resistance to generative AI adoption: the technology presents a probabilistic answer as though it is a deterministic answer. This blog will help your company better understand where and how to apply generative AI.

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Tech Services Forecast For 2024 | Blog

In every quarter in 2023, the tech services environment became increasingly more difficult due to a growing more-for-less mindset instead of a build-for-the-future orientation. The discretionary spend component of the market largely evaporated. Here is an analysis of whether that will continue to affect the tech services market in 2024 and what it means for companies’ spending decisions.

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Current Risks Involved In Adopting Generative AI Technology | Blog

There is no doubt that generative AI technology is incredibly important, extremely powerful, and will have a significant and disruptive effect on how businesses operate. The release of ChatGPT by OpenAI exposed Gen AI to the world and allowed people to experiment with it. This caught the attention and imagination of every business and every board of directors. It is certainly top of mind today for most senior executives. For example, one major corporation recently charged each of its departments to come up with actionable strategies to incorporate Generative AI into their operations.

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What Is Happening Now In Tech Services Spend? | Blog

The beginning of 2023 saw tech services budgets slightly up, with robust IT spend during the first quarter. In mid-April, companies began significantly reducing their discretionary spend and delaying or canceling initiatives that had been budgeted. Any new initiatives focused on cost saving and how to do more with less. Now, the sentiment is shifting again: there is a bit more money to drive business value, and I expect that to slowly build for the rest of the year. Where will IT spending occur for the rest of 2023, and what are the implications?

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What Companies and Industries Need to Know About How the Procurement Process Is Changing | Blog

The source-to-pay and procure-to-pay functions in the procurement process are evolving dramatically as leading companies in several industries, as well as third-party service provider firms, move procurement into their platform operations model. Why is this happening? Simply put, we are in a new, complex business world where change happens constantly, and companies need to be nimble so they can change quickly, at scale, with their market needs.

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Change Involved in Moving to the Platform Operations Model | Blog

Many companies are now 5-10 years into their digital transformation journey. I have blogged for two years (here for instance) about how the journey drives companies to forge a more intimate relationship between their technology and their business operations, where they operate as one integrated team. At Everest Group, we refer to this convergence as “platform operations.” Companies over time find that the platform operations model accelerates their progress toward achieving their business objectives and key results (OKRs) while often decreasing their cost to serve.

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A Message from Everest Group’s CEO and Founder on the Positive Opportunities Within Sustainability | Blog

There’s no question that global services are increasingly important to all types of private and public sector organizations worldwide. Our passion, focus, and vision at Everest Group are helping our clients and the industry at large understand the potential of ever-changing services capabilities and how to most effectively shape and utilize services to drive and consistently improve stakeholder value for optimum impact.

Today there is no more urgent need than to understand how to achieve sustainability goals for our clients. We see an abundance of talent, ingenuity, and innovation across all global services. We are eager to bring this insight to our clients and help them make the most of the sustainability opportunity.

Discover more of Everest Group’s insights on sustainability.

And keep an eye on our new sustainability-focused LinkedIn page, where we deliver valuable sustainability insights that businesses can leverage for their sustainability goals.

Decisions for the Future of the Office | Blog

At Everest Group, we work with a lot of companies currently wrestling with the challenge of moving people back to the office. They went from everyone working at the office or company facility to everyone working from home during the COVID-19 pandemic.

There has been a lot written about the rising sentiment in management circles for the need to return to the office, with numerous examples of CEOs proclaiming that said move is essential. However, we can also observe from vacancy rates that this movement has stalled and is being actively resisted by a wide swath of employees. Short of a major realignment in the relative power of employees vs their management, it appears that firms will have to come to an accommodation forging a partnership with their employees which accommodates the needs of both sides into a better working situation. What is clear is that firms that attempt a one-size-fits-all receive the greatest pushback, and those that craft solutions that fit departments and functions achieve the best results.

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