Author: RohitashwaAggarwal

Key Issues in EMEA: Addressing 2024’s Challenges and Emerging Sourcing Trends | Webinar

On-demand Webinar

Key Issues in EMEA: Addressing 2024’s Challenges and Emerging Sourcing Trends

In an era characterized by continual change, evolving market dynamics, and an unwavering demand for progress, enterprises must embrace innovation while effectively managing change.

In this webinar, our analysts presented invaluable insights gathered from Everest Group’s 2024 Key Issues survey, specifically focusing on how issues will impact EMEA. The webinar addressed the challenges that companies in the EMEA region will face in 2024 and how they can think about addressing them.

Participants got a view into the perspectives of industry leaders in the IT-BP sector, heard the major concerns, expectations, and emerging trends for 2024, and learnt actionable recommendations.

What questions did the webinar answer for the participants?

  • What are the key issues that businesses are anticipating in 2024
  • How will issues specifically impact EMEA?
  • What are some of the strategies businesses can leverage?

Who should attend?

  • C-level executives in EMEA
  • Service and technology providers in EMEA
Malhotra Bhanushee
Practice Director
Mittal Nitish
Partner
Sundrani Ricky
Partner

CPG GBS Leadership Exchange: Journey to the Future of GBS | CPG GBS Leadership Community Event

CPG GBS Leadership Community EVENT

CPG GBS Leadership Exchange: Journey to the Future of GBS

November 29, 2023 |
10:00 AM EST | 8:30 PM IST

Over the years, GBS organizations in the consumer packaged goods (CPG) industry have risen as a competitive differentiator for their global enterprises. From supporting a wide array of service segments to housing critical capabilities, the GBS organization’s influence has only become stronger.

In this session, Everest Group will host a gathering and open discussion for the CPG GBS community and discuss findings from Everest Group’s recently concluded flagship research on the CPG GBS industry. Conversations will cover key imperatives across areas such as talent employability, service innovation, the future of work, and more.

Participants will explore:

• The latest CPG GBS market trends
• Common priorities among CPG GBS peers
• Learnings and best practices

Who should attend?

• CPG GBS leaders
• CPG GBS strategy heads

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.

Aggarwal Rohitashwa B
Partner
Everest Group
Arora Jimit B
Partner
Everest Group
Kops Deborah
Sourcing Change, Principal
Everest Group

The State of GBS: Opportunities and Success Strategies for GBS Leaders | Webinar

on-demand webinar

The State of GBS: Opportunities and Success Strategies for GBS Leaders

The global business services (GBS) model is currently facing challenges, including the need for more skilled, project-ready talent, the ability to attract and retain talent, and cost pressures. Additionally, companies are using outdated cost and performance metrics that aren’t aligned with the evolving model to evaluate most GBS organizations.

Despite these challenges, the GBS model is witnessing strong demand, positioning GBS leaders with a unique opportunity to unlock more value for the enterprise and solidify their differentiation.

In this webinar, our GBS expert analysts discussed key insights into the latest GBS developments, emerging themes, challenges and opportunities, and success-driving initiatives for 2024.

What questions has the webinar answered for the participants?

  • How is the GBS model evolving (size and growth)? What’s driving growth?
  • What are the challenges faced by GBS leaders? What are they doing to overcome these challenges?
  • What are the opportunities for GBS organizations in 2024?

Who should attend?

  • CIOs, CTOs
  • HR leaders
  • IT and BPO strategy heads
  • GBS heads
  • GCC heads
  • Shared Services leaders
  • IT and BPO department heads
  • Global sourcing managers
Agarwal Anish
Practice Director
Malhotra Nikhil
Practice Director
Singh Shivani
Senior Analyst

The CPG and Retail GBS Market: Priorities, Opportunities, and Challenges | LinkedIn Live

LINKEDIN LIVE

The CPG and Retail GBS Market: Priorities, Opportunities, and Challenges

View the event on LinkedIn, which was delivered live on Wednesday, November 1, 2023.

🛒📦 As the consumer packaged goods (CPG) and retail industry grapples with multiple challenges – economic slowdown, technology transformation, supply chain disruptions, and talent shortages – global business services (GBS) organizations have emerged as pivotal players in supporting enterprise initiatives.

📣Watch this LinkedIn Live event to access key insights from our comprehensive study of ~35 top CPG and retail companies, focusing on GBS model maturity within CPG and retail organizations 📊.

Viwers  will gain actionable insights, learn variations in GBS model adoption, and discover best practices to build future capabilities🤝.

You’ll learn about:

  • 🌟 The current landscape for GBS organizations in the CPG and retail space
  • 🌟 Prevalent talent and operating models
  • 🌟 The capabilities CPG and retail GBS organizations are building
  • 🌟  Future focus areas and key challenges for GBS leaders in the CPG and retail industry

Trends Shaping the Talent Market in 2024: How Enterprises Can Create a Competitive Edge | Webinar

ON-DEMAND WEBINAR

Trends Shaping the Talent Market in 2024: How Enterprises Can Create a Competitive Edge

Talent dynamics are an ever-changing phenomenon with varying demand-supply, the emergence of new technologies, and changing work cultures. However, enterprises can stay competitive in the talent market by harnessing value from the tech-powered revolution, including generative AI, the maturity of hybrid work models, the reshaping of employability through skills, and the prioritization of sustainability.

Watch this webinar as our expert analysts discuss trends likely to shape the talent market in 2024. The speakers will answer critical questions about the current state of the talent crisis and provide valuable insights and strategies to help organizations thrive in an environment where talent remains a pivotal factor for success.

What questions did the webinar answer for the participants?

  • Which demand segments will likely continue to face talent challenges in 2024, and how will the challenges impact organizations’ growth and innovation?
  • How is generative AI likely to shape the dynamics of talent demand and supply in 2024?
  • What roadmap should organizations follow to stay competitive and harness the latest tools and technologies to future-proof talent strategies?

Who should attend?

  • CIOs and CTOs
  • IT heads
  • Technical leaders
  • Technical recruiters
  • HR partners at tech firms
Bade Mihir
Senior Analyst
Khan Aamir Ashraf
Senior Analyst

12 Steps to Effective Change Management in Global Business Services | Blog

Global Business Services (GBS) organizations are at the forefront of driving transformation and efficiency across enterprises. However, they often fall short in one critical aspect: change management. Learn why GBS leaders must begin implementing change management strategies today, starting with a comprehensive 12-step program.

Reach out to discuss with our analysts.

Change is inherent in GBS, affecting processes, technology, relationships, and many other aspects. To succeed, GBS organizations must focus on helping stakeholders understand and embrace the change that the GBS model continually creates.

Everest Group research reveals that GBS leaders recognize the pivotal role of change management, with 75% of GBS organizations viewing change management as critical. Unfortunately, many struggle to manage change effectively or just don’t know how to do it well, leading to significant, long-term challenges.

To get to the bottom of why GBS organizations struggle to master change management, Everest Group surveyed 58 prominent GBS organizations worldwide. This important research reveals key insights into the strategic and operational aspects of current GBS change management practices. The findings also unlock a 12-step guide that will help GBS leaders through the pitfalls and roadblocks many currently face. Let’s explore this further.

The 12-step program covers vital aspects as change management adoption, work scope, internal alignment, organizational models, staffing and talent strategies, measurement approaches, and resource allocation to enhance change management competency within GBS. Below are the highlights of the key steps:

Step 1: Make systemic change management part of everything GBS does

Recognize that change is not a one-off event but a continuous process in GBS. Every team member should be trained in change management. Change must become a core capability that is integrated from the outset of every initiative.

Step 2: Communicate the importance of change management from the top

Emphasize the significance of change management by sending a GBS directive from high leadership levels. This ensures that change is recognized as a critical driver of GBS success and not treated as a temporary solution for individual projects that lack methodologies or measurements to take its ongoing pulse.

Step 3: Rethink the scope of change management

Expand change management to encompass communication, branding, business engagement, and stakeholder management as well as user and business support. A comprehensive approach can create a more significant impact for the enterprise.

Step 4: Understand change management is more than communication alone

While communication is essential, it should complement a well-thought-out change management strategy. By combining effective communication and change management, organizations can achieve maximum impact from their efforts.

Step 5: Align the GBS team with the imperative

Aligning the internal team with the need for change management is crucial. Emphasize that successful GBS change management is a team effort. Cross-training and rotating team members through the change function can help organizations develop a change-ready workforce and resolve resource challenges.

Step 6: Establish the right organizational structure for change management

Design a suitable organizational structure with fixed and variable staffing, dedicated full-time equivalents (FTEs) for methodology development, and ongoing change monitoring within the enterprise. Organization models that utilize interim workers, consultants, and gig employees may be beneficial in certain situations, but they don’t result in a sustainable, valuable change management organization in the long run.

Step 7: Acquire the right talent for change management

Ensure the right talent for change management. Avoid hiring resources who lack strong change management capabilities. While junior program managers may be suitable for getting the job done with strong direction from the top, they rarely have solid change management capability or the experience to provide leadership or best practice guidance. Consider GBS rotations or cross-training to build an effective change management team and to break down internal change management resistance.

Step 8: Promote staff development and retention by putting GBS career paths in place

Establish clear career paths for change managers within GBS and across the enterprise. This will encourage talented individuals to stay with the organization and contribute to the long-term change management success.

Step 9: Compensate GBS leaders appropriately

Recognize the value of experienced change managers and pay them competitively. Acknowledge that attracting and retaining top talent is critical for effective change management.

Step 10: Develop a deployable methodology

Create and consistently deploy an actionable methodology for change management. Focus on creating frameworks and playbooks tailored to the enterprise’s context and ensure the entire GBS team is appropriately trained on the approach.

Step 11: Establish measurable change management metrics

Move beyond measuring happiness and focus on metrics that reflect the true impact of change management, such as scope expansion, avoiding rework, and meeting milestones. This will provide a deeper understanding of the benefits derived from change management.

Step 12: Rethink funding strategies

Invest strategically in change management, considering its direct impact on the return on investment (ROI). Avoid relying solely on communications and inexperienced resources due to budget constraints. Recognize that skilled change management leaders are worth their cost.

To learn more and access the complete comprehensive steps, download our report, State of Play in GBS Change Management.

Adopt these change management strategies starting today

GBS organizations play a pivotal role in bringing value to modern enterprises – this part has been mastered – but success hinges on effective change management. Our study found that a significant number, one-third of respondents, do not have an organizational change management capability.

Neglecting change management can lead to attrition, rework, lost opportunities, and a cycle that can be difficult to break. Therefore, we recommend GBS leaders reflect on and potentially change the way they introduce, carry out, and measure enterprise change.

To better understand how successful change management is implemented, we recently hosted a webinar with Victoria Roehrich, Senior Director of Strategy, Transformation, and Change Management at PepsiCo. In the webinar, we discuss change management challenges and share best practices and examples of impactful initiatives. Hear PepsiCo’s change management evolution story here: Why GBS Change Management is the Key to Added Value and ROI.

To learn more about effective GBS change management strategies, reach out to Rohitashwa Aggarwal, [email protected], or Arushi Gupta, [email protected]

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