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Who Wins and Who Loses if India’s Draft E-Commerce Rules are Implemented | In the News

By | In The News

In proposing to tighten the rules around e-commerce, India is both offering respite and ruffling feathers in equal measure.

The draft e-commerce policy released by the Modi government on Feb. 23 is poised to shake up the country’s nearly $40 billion (around Rs2.8 lakh crore) online retail industry, opening the doors to data-sharing among players as well as clamping down on the proliferation of fake goods.

Some of the measures, such as asking the big players to share their data with the smaller ones and fighting counterfeit products require huge investments, but experts think it’s about time the firms cooperate with the government’s asks. “E-commerce marketplaces cannot and should not get away with saying they are just marketplaces. The food-delivery ecosystem has delisted a lot of restaurants that didn’t comply with food standards in India,” said Yugal Joshi, vice-president at Texas-based consulting firm Everest Group. “This e-commerce expectation is a parallel to the food-delivery industry and in the right direction.”

Read more in Quartz India

The 5 Most Important Global Services Trends For 2019 | Webinar

By | Webinars

Webinar held on Tuesday, February 26, 2019 | 9 a.m. CST, 10 a.m. EST, 3 p.m. GMT, 8:30 p.m. IST

Download the Presentation

The global sourcing market seems to be increasingly dynamic these days, driven in no small part by the development of disruptive technologies and the resulting transition from an arbitrage-first to a digital-first model. These changes are impacting everything from staffing models to delivery models, contracting terms to relationship governance.

In the context of this accelerating change, our experts will share the 5 most important trends in sourcing today – helping you to understand and focus on those trends that will impact you most. In this fast-paced 60-minute webinar, we will identify the trends, then explain and discuss what they mean for your job, both today and in the future.

Based in part on our Market Vista™ research, we’ll put the developments and trends in context as we cover the key forces and metrics defining the market, highlighting:

  • Key outsourcing trends
  • Market trends in digital adoption
  • Shared Services or Global In-house Center (GIC) market trends
  • Key issues for enterprises in 2019

Who should attend, and why?
Executives looking to understand the key developments across outsourcing transaction trends and their impacts, trends in Shared Services or Global In-house Centers (GICs), and service provider developments.

Can’t join us live? Register anyway!
All registrants will receive an email (typically within 1-2 business days of the live delivery) containing the link to session slides and on-demand playback.

Presenters:
Michel Janssen
Chief Research Guru
Everest Group

Eric Simonson
Managing Partner – Research
Everest Group

H. Karthik
Partner, Global Sourcing
Everest Group

IT Services Companies And Clients Bear Brunt Of H-1B Crackdown | In the News

By | In The News

New U.S. Citizenship and Immigration Services (USCIS) data reveal the Trump administration’s crackdown on high-skilled immigration has hit the information technology (IT) services sector the hardest. Such services have been important in making U.S. companies more competitive and increasing U.S. economic growth, which means, according to analysts, administration policies are harming American companies and the U.S. economy.

A major disconnect exists between those making U.S. immigration policy – now designed to make it very difficult to hire people with sought-after technical skills – and the role digital platforms play in determining the competitiveness of companies. “One of the most significant secular trends today in U.S. business is the move to utilize digital transformation to increase competitiveness,” according to Peter Bendor-Samuel, founder and CEO of Everest Group, one of the world’s top research firms focused on information technology, business process and engineering.

Read more in Forbes

 

What You Need To Know About Amazon’s Stunning Rejection Of New York City | In the News

By | In The News

First, there was shock. Then there was disappointment, then anger. Quickly, it all turned to blame.
Amazon said it will not reopen its beauty contest, but it is not clear what city would get the other half of HQ2, or if Amazon will just hire fewer workers in the future. What is certain is that New York City’s reaction to the incentive package will reshape how deals like this work in the future.

Tech consulting firm Everest Group managing partner Eric Simonson agreed it will be a wake-up call for bigger companies. “Pro-business regions with large labor forces — often associated with the South, such as Atlanta, Dallas, Houston and Phoenix — are likely to use this to their advantage,” he said.

Read more in Biznow

Digital Transformation: 8 Best Practices for Building an Analytics Roadmap | In the News

By | In The News

The idea of creating an analytics roadmap for the enterprise can be daunting, what with the expansion of new data sources, the proliferation of new analytics systems and tools, and the tremendous demand from the business for faster insights.

“The biggest challenge we see with organizations going down the analytics journey is that they start with a technology-led approach,” says Jimit Arora, a partner with Everest Group. “For example, companies feel invested to buy the latest big data tools and visualization technologies, and then determine how to create optimal usage.” Those seeking to create an effective analytics strategy should start with key business objectives, such as top-line growth, cost reduction, or risk management.

Read more in The Enterprisers Project

Focus on Execution: Everest Group Identifies Highest-Impact Talent Strategies of Best-in-Class Shared Services Centers | Press Release

By | Press Releases

Talent strategies of Pinnacle GICs™ produce superior business outcomes and a ‘future ready’ workforce.

Shared services organizations are also known as Global In-house Centers (GICs), and in its recently released report, “Talent Strategy in Global In-house Centers (GICs): Pinnacle Model™ Analysis 2019,” Everest Group assessed the talent strategies of 43 GICs. Five GICs who rated highest in terms of the maturity of their capabilities and the impact delivered were deemed Pinnacle GICs™. In comparison to other GICs, Pinnacle GICs have achieved significant impact in three key areas:

  • Cost optimization: Twice as many Pinnacle GICs (as compared to other GICs) have kept their human resources (HR) costs to less than 5 percent of overall GIC costs.
  • Operational impact: The talent programs of Pinnacle GICs have improved operational metrics two to three times greater than other GICs.
  • Business impact: Pinnacle GICs deliver 1.5 times greater satisfaction from their talent programs than other GICs.

“With unemployment levels reaching generational lows in the US and other regions of the world, enterprises are desperate to know what talent strategies are delivering the most impact,” said Michel Janssen, chief research guru for Everest Group. “Our research on Pinnacle GICs shows that there is a cause-and-effect relationship between advanced capabilities and advanced outcomes. This means there are definitely concrete things enterprises can do to get the talent results they are looking for.”

Specifically, GICs are investing in five key capability areas to drive superior outcomes:

  1. Talent strategy. Pinnacle GICs have a 2.6 times higher proportion of their programs targeted to high-performing talent as compared to other GICs.
  2. Talent acquisition. Compared to others, Pinnacle GICs invest considerably more in partnering with educational institutions, hiring from adjacent industries and leveraging social media.
  3. Talent development. Pinnacle GICs are much more likely than other GICs to focus on developing in-house talent to be future ready. Examples include investing in learning and development tools such as gamification-based learning and employee-to-employee networks.
  4. Performance management and employee value proposition. Compared to other GICs, Pinnacle GICs are twice as dedicated to adopting structured career paths for most employees and are 1.6 times as likely to have invested in 360-degree appraisal approaches for performance management.
  5. Relative to other GICs, twice as many Pinnacle GICs have adopted cloud-based HR systems and 2.3 times as many Pinnacle GICs have invested more than 20 percent of their overall HR spend in next-generation technologies such as artificial intelligence (AI) and robotic process automation (RPA).

“One of the important takeaways of our research is that the talent strategies of Pinnacle GICs do not involve any secret tools and techniques that other shared services organizations lack,” said Rohitashwa Aggarwal, practice director of Global Sourcing at Everest Group, “Rather, what Pinnacle GICs have that others do not is a higher commitment to investing in talent strategies and a greater dedication to thorough execution of those strategies.’

More detail on the differentiating talent capabilities of Pinnacle GICs is provided in an Everest Group webinar, “Is Your Shared Services Strategy Future Ready? 5 Differentiating Talent Capabilities.”

***Watch the replay or download the webinar deck here.***

About the Pinnacle Model™

Everest Group’s Pinnacle Model™ approach explores what the very best organizations are doing in terms of optimizing costs, improving operations, and delivering strategic impact.  The journeys of these best-of-the-best companies provide insights into the key enablers needed to achieve desired outcomes and point to the investments required for the greatest speed to impact. By examining what Pinnacle Enterprises have in common, others can learn how to succeed, whether they desire to make incremental changes or achieve major transformations.