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Déjà Vu: Payment Integrity Market Mirroring Revenue Cycle Management (RCM)’s Growth Path | Blog

October 17, 2024

The healthcare payment integrity market is undergoing a significant transformation…

In an industry rife with administrative inefficiencies, payment errors, and mounting financial pressures, a recent merger between The Rawlings Group, Apixio’s payment integrity business, and Varis, facilitated by New Mountain Capital, is poised to disrupt the sector in ways that mirror the remarkable growth witnessed in Revenue Cycle Management (RCM) over the past years.

This merger, valued at over US$3 billion, marks a critical turning point, signaling intensified competition, heightened innovation, and a shift toward more integrated and holistic payment integrity solutions. In this blog, our analysts dive deep into what all of this means.

Reach out to discuss this topic in depth.

A game-changing merger

The merger of The Rawlings Group, Apixio, and Varis introduces a strong third player to challenge the traditional dominance of Cotiviti and Optum in the payment integrity space. Each of the three merging companies brings unique capabilities:

The Rawlings Group has built its capabilities in subrogation and complex claims management, providing essential services to healthcare payers

Apixio is a player in artificial intelligence (AI)-powered payment integrity solutions, leveraging advanced data analytics

Varis focuses on identifying overpayments, helping healthcare payers reduce financial errors in claims processing

Together, these companies aim to address major challenges in payment integrity, such as administrative inefficiencies and payment inaccuracies. The merger will not only increase competition but also push the industry toward more innovative, tech-driven solutions.

Intensified competition: a call for innovation

One of the most immediate effects of this merger is the increased competition it brings to the payment integrity market.

Buyers have long expressed dissatisfaction with current providers, particularly around their ability to deliver a Return On Investment (ROI), leverage AI and technology, and provide better insights and analytics.

In a recent survey by Everest Group, enterprises rated these priorities 9.1, 9.0, and 8.8 out of 10, respectively. However, providers’ success in meeting these needs was rated much lower at—4.8, 5.0, and 5.8.

This performance gap highlights an opportunity for the new entity formed by the merger to raise the bar. By combining the strengths of The Rawlings Group, Apixio, and Varis, the merged company has the potential to meet buyers’ demands more effectively, driving innovation and raising the overall standard of service in the payment integrity market.

Addressing key market demands

The merger aligns well with the evolving demands of healthcare payers. Three major trends have been identified as critical for success in today’s payment integrity market:

Shifting to pre-payment models: Healthcare payers are increasingly moving toward pre-payment review models to identify errors and fraud before payments are finalized. About a quarter of healthcare payers Everest Group interacted with now have active pre-pay programs, marking a significant shift in the way payment integrity is managed

Establishing internal payment integrity offices: Many healthcare organizations are developing dedicated internal teams to manage payment integrity in-house, seeking support in setting up and running these operations effectively

Reducing partner complexity: To streamline operations, healthcare payers are looking to reduce the number of external partners they work with. Many payers currently manage relationships with more than seven partners, with some overseeing as many as 13. Simplifying these relationships will enhance efficiency, reduce costs, and improve service consistency

The newly merged entity is well positioned to address these needs, offering a broader range of services that can help healthcare payers streamline their operations and improve payment accuracy.

As other market players, such as EXL, ClarisHealth, and Optum, respond to these same trends, the competitive landscape is likely to shift rapidly, with innovation and adaptability becoming critical for success.

Parallels with RCM: a growing market

The trajectory of the payment integrity market closely mirrors the growth of the RCM sector. RCM experienced significant growth over the past five years, expanding from US$ 8.8-9.3 billion in 2021 to an estimated US$ 12.5-13 billion in 2024, thanks in a large part to substantial private equity investments.

Similarly, the payment integrity market is now seeing increased interest from private equity, with the sector expected to grow from over US$ 9.5 billion in 2023 to over US$ 14 billion by 2028.

The payment integrity market also shares the same underlying drivers of growth as RCM, including the increasing complexity of healthcare payments and the need for advanced, technology-driven solutions.

The merger between The Rawlings Group, Apixio, and Varis is likely to accelerate this growth, attracting even more investment and further consolidating the market.

Future implications: technology and consolidation:

Looking ahead, the merger will have significant implications for the future of payment integrity, particularly in three key areas:

Market growth: Payment integrity is one of the fastest-growing segments in payer operations, with a projected Compound Annual Growth Rate (CAGR) of 5.0-5.5% from 2023 to 2028. The newly formed entity will be well-positioned to capture a large share of this expanding market, as it offers a more comprehensive and integrated approach to payment integrity solutions

Consolidation: The merger is part of a broader trend of consolidation in the healthcare payment market, as private equity firms continue to invest heavily in the space. Recent investments, such as KKR’s backing of Cotiviti and Pamlico Capital’s investment in ClarisHealth, highlights the sectors growing importance and potential for disruption

Technology evolution: The payment integrity market is moving away from traditional, service-based models and toward more integrated, technology-driven solutions. The combined expertise of The Rawlings Group, Apixio, and Varis positions the new company to lead this shift, offering a holistic approach that integrates AI, analytics, and automation to improve payment accuracy and efficiency

As the healthcare industry increasingly adopts new technologies to address its most pressing challenges, this merger is a landmark move. It has the potential to reshape the payment integrity landscape, setting new standards for accuracy, efficiency, and innovation.

Conclusion: a landmark merger in the making

The merger of The Rawlings Group, Apixio, and Varis is likely to significantly disrupt the healthcare payment integrity market.

By combining their respective strengths and addressing key payer demands, the new entity aims to drive innovation, intensify competition, and pave the way for future growth in the sector.

As the payment integrity market continues to mirror the growth path of RCM, stakeholders should closely monitor the evolving landscape and prepare for a wave of transformation.

For a deeper analysis of this landmark merger and its broader implications for the healthcare payment integrity market, read the full report.

If you found this blog interesting, check out our blog focusing on Generative AI In Healthcare – A Game Changer Or Another Fad? | Blog – Everest Group (everestgrp.com), which delves deeper into another topic in the healthcare sector.

If you have any questions, would like to delve deeper into the Healthcare market, or would like to reach out to discuss these topics in more depth, please contact Vaibhav Srivastava, Suyash Choudhary, and Ankur Verma.

If You Don’t Have a Seat at the Table, Are You on the Menu? | Blog

October 16, 2024

I recently took one of those unplug-and-unwind holidays but made it only eight days before I craved a serious conversation. So I rang my good friend, the always-wise Fred Simoes of Cargill, for some food for thought. When we got to talking about enterprise GBS strategy, he popped a quote I’d somehow missed attributed to US Representative Shirley Chisholm, “If you don’t have a seat at the table, you are probably on the menu.” It got me thinking about how a GBS seat at the table actually manifests itself. (By the way, thanks, Fred, for giving me a new topic to obsess about).

Seat at the table, seat at the table. Most industry reports and surveys proudly proclaim that global business services organizations increasingly have been invited to rub shoulders with the C-suite, influencing strategy, yucking it up with the enterprise’s CXOs, and ensuring that GBS is embedded in the operating model.

But if I take sitting at the top table literally, looking around me, I see only a handful (ok, maybe two hands on a good day) of GBS leaders who are badged as CXOs. If so few actually have a physical seat at the table, do we have an aspiration that is inaccurate, misleading, and frankly, not usually within a GBS leader’s reach?

Given the paucity of leaders on the same reporting line as the CFO or part of the EXCO, what does the phrase “seat at the table” actually mean for GBS and their leaders? And how important is it?

According to the Free Dictionary, the font of much knowledge, it means an “active role in some group or activity in which one’s opinions are heard, and one has influence in how decisions are made.”

So I did a bit of thinking about the term and came to the conclusion we have it all wrong. There are many tables in an enterprise—think transformation table, efficiency table, cost-cutting table, even growth table—and at any given time, it’s critical that GBS sit at some or all of them.

Perhaps it’s more important that GBS is always in the room, moving between tables. Comfortably seated at one table is a risk when corporate priorities and personnel are constantly changing, just like tables in a restaurant.

Given this definition, how do you know your GBS is in the room? Looking around, I see these markers:

Documented as a vital pillar of corporate strategy
Pervasive in the transformation agenda
Considered in all pertinent enterprise decisions
Actively sought out by CXOs and the business for advice and counsel
Has the agility and flexibility to pivot the model quickly as business conditions change
Career paths in and out of GBS

How do you know your GBS is standing in the hallway, knocking at a door that just won’t open?

Relegated to focusing exclusively on cost
Reporting line is continually tossed around between stakeholders
Ebbing and flowing scope
Can’t get a conversation with the CEO for love or money
Not perceived as a source of capability
Continually “rebooting”

The obvious question is—how does GBS get into the room? Here’s how I see it.

Create tangible, quantifiable value, not vaporware
Move the enterprise to the model at the speed it can absorb but at a pace that creates impact
Be seen as a partner problem solver, not a blocker
Able to work effectively with a number of enterprise constituencies

Knows when to retreat to advance

So, Fred, I certainly get what the quote originally inferred…not being at the table can mean that you become someone’s delicious dinner. But, perhaps GBS organizations need to rethink their ambition, and make sure they are always in the room.

Unlocking Long-term Success: Driving BFS Transformation Through Tech, IT, and Operations Integration | Blog

October 14, 2024

Operations outsourcing is evolving across major industries as rapid technological advancements and changing customer expectations reshape traditional models. What once focused on cost arbitrage is now transformation-centric, driving agility, enhanced efficiency, and improved customer experience. A 2024 key issues survey by Everest Group highlighted that beyond cost optimization, the top three key areas where enterprises seek direction include technology integration, advanced analytics, and process engineering. The BFS industry is at the forefront of this shift toward transforming operations.

Cost-arbitrage led transformations are now becoming a thing of the past, whereas enterprises are now increasingly focusing on process efficiency through reengineering, technology-driven operations, and analytics integration. Future-looking enterprises are already taking this a step further, viewing these advancements as enablers of additional business value and enhanced customer experience, rather than just cost savings.

In this blog, we explore this growing trend toward operational transformation and how financial institutions with varied enterprise maturity levels are all striving to align with this shift.

What is the operational transformation approach and why are enterprises adopting it?

While a few banks were ahead of the curve in making operations more integrated with technology, the number of banks accelerating the efforts has surged in the past three years following the COVID pandemic and amid the slowdown. Some of the factors contributing to this include:

Increasing requirement for automating business processes through remote delivery models across organizations
Heightened market regulations driving the transition to shorter settlement cycles
Accelerated demand from end customers to shift to digital models
Need to scale up quickly to match capabilities with new players in the market, such as FinTechs and non-banks
Need for low-cost IT infrastructure and data accessibility
Enhanced data privacy and security

Unlike pure-play operations outsourcing, which primarily targets cost reduction, an operational transformation strategy focuses on optimizing workflows to foster organization-wide synergy and achieve long-term, stable gains. While every organization takes a unique approach to operational transformation, these efforts can be crystallized into three key approaches:

Operations-IT alignment: Synchronization of IT investments in line with organizations’ wider business goals
Data & Intelligence (D&I) integrated workflows: Leverage of automation, AI-, and analytics-led solutions to make operations faster and intelligent
Platform-led operations: Deployment of domain-centric platforms for automated processing of large volumes of transactions

Through these dimensions, enterprises are seeking to transition their current state of operations into a more sustainable, integrated state of operations in the coming future. Exhibit 1 highlights the current and aspirational state of financial institutions.

Exhibit 1: Current vs future state of enterprise transformation approach

Table 1: Pros and cons of the siloed and integrated states

Current state: Siloed

Future state: Integrated

Pros

Cons

Pros

Cons

Cost arbitrage opportunities
Lower upfront investment, however, with limited long-term value creation

Siloed structure
Misaligned Objectives and Key Results (OKRs)
Tech & ops model changes out of sync
Lack of seamless customer reach

Shared OKRs
Singular focus on business growth and outcomes
Maximum domain-centric synergy
Seamless customer reach

Coordinating multiple teams to align on shared OKRs requires extensive change management efforts to ensure smooth collaboration

Even though integrated operations warrant higher initial investment, enterprises are gradually adopting this model as their focus shifts from short-sighted goals of immediate cost takeout to long-term return on investments. This focus shift is explained by three key questions that enterprises are increasingly seeking to address:

How to drive the velocity of change?

Financial institutions are striving to accelerate change velocity to address evolving macro, consumer, competitive, and regulatory trends. However, in the current state, this change becomes slow due to siloed teams that are focused on individual outcomes and key results (OKRs). In contrast, integrated, technology-infused operations promote shared, forward-looking goals, facilitating faster change. As organizations recognize this, more data and intelligence-centric outsourcing deals now involve business unit heads alongside CIOs as decision makers, ensuring greater domain and process synergy.

How to bring in additional value while reducing the Total Cost of Ownership (TCO)?

As an organization’s wider goal is to reduce the overall cost, enterprise stakeholders are gradually moving away from the thought process of bringing down the cost of individual operations, IT, and technology teams to optimizing the total cost of ownership. For instance, while standalone operations outsourcing was the traditional answer to quick ROI, banks are now following a two-pronged approach of automating transaction-intensive functions and outsourcing judgment-intensive functions to gain to a stable, long-term ROI.

Along with reducing TCO, an integrated approach unlocks business value by using data, analytics, and AI to enhance decision-making, uncover customer insights, and drive new revenue streams via personalized service offerings.

How to make business operations more resilient?

Following the pandemic, resilience has become one of the top priorities for BFS firms. Institutions are aiming to safeguard against macroeconomic and regulatory changes and build operations that are agile, scalable, and secure. Thus, banks are looking to switch to a model where technology adapts to external fluctuations and helps minimize operational disruptions.

Is the time right to prioritize transformation? Case in point:

The case of traditional UK banks provides a compelling answer to why operational transformation is imperative in today’s scenario. Compared to fintechs, traditional banks in the UK were laggard in adopting digital operations, particularly within CX-centric functions, in the past decade. As customers became more digitally savvy, fintechs were quick to offer seamless, online banking experiences. As a result, many customers shifted to these digital-first alternatives. By the first half of 2023, neobanks such as Revolut and Monzo were nearly at par with established banks in terms of customer base. The past two years witnessed over 300 physical branch closures of traditional banks due to customer shifts to digital services. In response to the significant shift in customer expectations, traditional banks have been forced to rethink their approach, accelerating digital adoption to stay competitive.

How to set the wheels of progress in motion? An operational transformation toolkit for BFS enterprises:

The following section entails a self-assessment framework for enterprises (in Exhibit 2) to evaluate their current operational transformation maturity and select a sourcing approach accordingly.

Exhibit 2: Operational transformation readiness assessment framework for BFS enterprises

Enterprises need to optimize prioritization of initiatives based on their readiness stage to ensure the most impactful transformation outcomes. This is highlighted in Exhibit 3 below.

Exhibit 3 (a): Outcome prioritization based on the transformation readiness of BFS enterprises

Exhibit 3 (b): Varying objectives across broader operational and infrastructure layer

Based on the stage of operational and infrastructure maturity, an organization can prioritize the degree of transformation feasible. For instance, Fundamental-state enterprises can begin by introducing business intelligence and RPA tools for select processes, while mature-state enterprises can start leveraging technologies such as advanced analytics and end-to-end automation platforms.

How leading banks are navigating their transformation journey:

Based on their operational maturity and infrastructure compatibility, banks are selecting from three main approaches: Data and Intelligence (D&I)-integrated operations, the deployment of technology platforms, and aligning operations with IT.

Examples of such initiatives in the past three years are mentioned below:

A leading UK bank:

With an aim to optimize cost and enhance process efficiency, a UK-based retail bank roped in a third-party provider to leverage its services for IT and support functions along with digitally transforming its business. As part of the engagement, the bank will leverage the provider’s automation and AI capabilities to accelerate transaction processing and enhance customer experience.

A leading Europe-based global bank

To streamline customer-facing workflows and enhance the lending experience, the bank partnered with a BPO provider to identify and automate processes across multiple functions and leverage AI for quicker loan processing. Consequently, the bank achieved a 25% increase in productivity and reduced account closure times by approximately 30%.

A top 5 mortgage-backed securities dealer

Faced with an outdated proprietary technology platform that couldn’t support T+2 settlement cycles, the firm turned to a third-party provider for both technology and services. The provider took over post-trade operations while facilitating the firm’s transition to a modern equities platform. This partnership enabled the firm to scale its operations effectively and meet regulatory requirements.

Conclusion:

The decision to transition to an integrated operations approach depends on whether an organization prioritizes short-term cost-cutting or long-term efficiency. While both approaches offer distinct advantages, adopting a strategy focused on sustainable growth equips enterprises to withstand external disruptions and maintain their relevance in an evolving market. Given the significant investments required, although justified by the strong ROI and the complexity of internal execution, partnering with a third party offers access to production-ready and proven solutions, a skilled talent pool with domain and technical expertise, and cost-effectiveness to help enterprises achieve their goals. For questions or to explore this topic further, reach out to us.

Authors:

Sustainability in Engineering – How are Companies Evolving to Achieve their ESG Goals? | Blog

October 7, 2024

Sustainability is now a vital focus for engineering firms, driven by shifting consumer preferences, technological progress, and environmental awareness.

This blog examines how companies are adapting their value chains and processes, in order to meet sustainability goals, as well as exploring advancements in design, product development, and manufacturing.

Reach out to discuss this topic in more depth.

In an era of everchanging consumer preferences, rapid technological advancements, and heightened environmental consciousness, sustainability has become a critical metric for engineering firms. Recognizing this, companies have been making deliberate adjustments to the product value chains and processes to align with essential sustainability goals.  

In the design phase, companies are emphasizing modularity, durability, and ease of repair. This focus enhances not just the product functionality, but also promotes sustainability. Companies such as Tata are pioneering modular automotive platforms that can be adapted for various vehicle configurations, from four-seaters to six-seaters and beyond. This design approach fosters efficiency and reduces waste by allowing a single platform to serve multiple purposes. 

In the product development area, aerospace titans such as Airbus SE and Pratt and Whitney have turned their attentions to sustainable aviation fuels. Rolls Royce is also focusing on developing more efficient and sustainable engines, as well as exploring alternative propulsion systems. 

In the product manufacturing segment, enterprises are leveraging the help of technologies such as artificial intelligence (AI), augmented and virtual reality, and digital twins to enhance and optimize efficiency. 

Companies are also fostering circularity by developing products that can be easily recycled, repurposed, or refurbished and initiating programs that promote proper disposal. Telecom service providers have played a crucial role in this endeavor, implementing device recycling programs to encourage customers to return old devices. Telecom giants such as AT&T, NTT, and China Mobile have established programs to recycle and/or refurbish equipment such as routers, switches, and base stations, a move aimed at reducing waste and extending the lifecycle of products.  

Beyond environmental sustainability, companies are also focusing on social and governance factors. They are actively working to establish strong social and governance foundations by embracing inclusive design, developing ethical AI frameworks, adopting responsible sourcing practices, and diversifying talent acquisition through impact sourcing. 

 The integration of sustainability into engineering practices goes beyond corporate responsibility too; it’s about enhancing economic resilience and ensuring the longevity of industries. 

In this endeavor towards sustainability, enterprises are taking the support of service providers to accelerate their journey. Keep an eye out for our inaugural PEAK Matrix® report on Sustainability in Engineering Services, a deep dive into the evolving landscape of service provider offerings and capabilities in this critical area. 

If you found this blog interesting, check out our webinar titled How Sustainable Engineering Is Shaping A Responsible Future for more insights and analysis.

To learn more about sustainability in engineering services, feel free to reach out to Susmitha Devisetty ([email protected]), Vidipta Roy ([email protected]), Nishant Udupa ([email protected]) or Rita N. Soni([email protected]) 

Agentic Artificial Intelligence (AI): The Next Growth Frontier – Can It Drive Business Success for Banking & Financial Services (BFS) Enterprises? | Blog

October 4, 2024

Artificial intelligence is evolving faster than a quarterly earnings report, and just when we’ve started to master generative AI , a new breakthrough is emerging: agentic AI!

This isn’t just another buzzword to add to your corporate lexicon either—it’s a game-changer that’s set to redefine AI’s capabilities.

Reach out to discuss this topic in depth.

What is agentic AI?

Agentic AI is an evolved form of AI that creates autonomous agents possessing autonomy, decision-making, and adaptability. The agents can execute tasks in their entirety through natural language-based inputs. They can also set goals independently, plan accordingly, and act to accomplish the targets. Key characteristics of agentic AI include:

Autonomy: perform tasks independently

Reasoning: make advanced decisions

Flexible planning: adjust plans based on prevailing circumstances

Workflow optimization: efficiently execute multistep, complex processes

Natural language understanding: comprehend and follow complex instructions

Continuous improvement: learn from historical data and feedback

System integration: integrate with diverse enterprise systems

The winning formula for agentic AI is training the models on diverse datasets with clear and concise instructions.

What does it mean for the banking and financial services industry?

In Banking and Financial Services, agentic AI could be the key to optimizing operations, automating complex processes, and delivering hyper-personalized customer experiences.

Agentic AI assesses the need for actions before executing them and continuously learns from its experiences to improve decision-making.

Now let’s dive into why this innovation is catching the attention of technology and financial leaders and how it could now transform the financial services industry.

In the fast-moving world of trading and investment , agentic AI has the potential to transform portfolio management. These AI agents can analyze market trends, make rapid trading decisions, and adapt investment strategies in real time based on economic data and news events.

Beyond trading, agentic AI could enhance risk management by autonomously identifying potential market disruptions or regulatory changes and adjusting exposure accordingly. In personalized banking, it could optimize customer service, offering tailored financial advice, automated portfolio management, and fraud detection systems that continuously learns and adapts by the second.

This combination of real-time decision-making and autonomy could lead to more efficient markets, improved risk mitigation, and potentially higher returns for investors and clients alike.

What are the high priority use cases for agentic AI in banking and financial services?

Agentic AI is a transformative force driving exponential growth for banks by revolutionizing customer engagement, decision-making, and operational efficiency.

With its ability to incorporate a “chaining” capability in decision making, banks can deliver hyper-personalized products and services, significantly boosting customer loyalty and unlocking new revenue streams through targeted cross-selling and upselling.

Agentic AI will empower banks to make smarter, faster decisions on investments and lending, while superior risk management enables more aggressive growth with minimized losses.

The following exhibit highlights the most relevant use cases from a banking and financial services perspective.

Which technology providers are riding the agentic AI wave already?

The vast ecosystem of core banking technology providers, are still familiarizing themselves with the nuances of embedding AI into core baling modules offered via their plaforms. Our conviction is that core augmentation providers, hyperscalers, and niche agentic AI start-ups are going to lead the agentic AI revolution for this industry.

From a core augmentation provider perspective, we see technology platforms in the areas of experience, data & analytics androbotic process automation (RPA) leading the way , in order to guide and augment the core banking platforms, and enabling access to latest technologies.

In recent days, we have already seen the launch of Agentforce by Salesforce that is positioned as suite of autonomous, and personalized assistive agents to support employee’s workflow with specific tasks.

On the other hand, RPA providers are sitting on a base architecture that enables them to manage and automate tasks. Automation Anywhere is offering AI Agent Platform to build its own AI agents, while UiPath is also incoporating these capabilities into its existing RPA offerings.

Additonally, financial crime remains a particularly ripe area for disruption by agentic AI, as technology providers are deploying AI agents to fight financial crime such as WorkFusion.

We also see Google with its Vertex AI Agent Builder and Microsoft with its AutoGen, offering to build AI agents, that provide the necessary frameworks to accelerate agentic AI development.

There are also a few niche providers such as EMA that are catering to use cases for the financial services industry and it will be interesting to see how other firms evolve and adapt in the weeks and months to come.

Potential challenges on the road to adoption

Adopting agentic AI faces several challenges, including high costs and an uncertain return on investment (ROI). Change management and acquiring the right talent are critical hurdles.

Existing technology investments, such as process automation, orchestration, and core modernization efforts, can complicate integration. Additionally, data readiness for training AI models and the substantial effort required to train and integrate these solutions into the value chain are among the other obstacles currently facing firms.

What support do banks and financial service (FS) firm need?

Looking at the technology estate of banking and financial services firms, we see a spider like mesh of various systems and applications that have evolved over the years.

Streamling them to accomplish a workflow, retrieving the right set of data, and arriving at the meaningful insight is no singular feat and one that continues to be amongst the biggest challenges for enterprises today.

Agentic AI can help jump through various of these applications to automate tasks while needing support from other agents to complete the tasks.

Banking and financial services enterprises thus need to ensure their data assets are ready to be uttilized by agents while the workflow and processes are clearly defined. It is on this bedrock that these enterprises will be able to deploy agents.

If you found this blog interesting, check out our blog focusing on Building Purpose-Driven Generative AI (gen AI) – Why We All Have A Role To Play In The Future Success Of The Gen AI Ecosystem  | Blog – Everest Group (everestgrp.com), which delves deeper into the topic of artificial intelligence.

If you have any questions, would like to gain expertise in Agentic AI and artificial intelligence, or would like to reach out to discuss these topics in more depth, contact Pranati Dave, Ronak Doshi and Kriti Gupta.

Building Purpose-driven Gen AI – Why We All Have a Role to Play in the Future Success of the Gen AI Ecosystem | Blog

October 1, 2024

Gen AI’s rapid adoption is evident from its early success; for example, ChatGPT 3.5 amassed one million users within five days of its 2022 launch, and now has over 180 million users – these numbers simply can’t be ignored!

Organizations across industries are now leveraging gen AI to transform operations, enhance decision-making, personalize customer experiences, and foster innovation.

However, this rapid adoption comes with significant environmental and social challenges. Our analysts have delved deeper into the topic, to decipher how and why gen AI needs to be nurtured and understood throughout every ‘step of the ladder’ in the marketplace.

Reach out to discuss this topic in depth.

The current landscape:

The environmental footprint of gen AI is notable; generating a response from gen AI uses six to ten times more energy than traditional internet searches, exacerbating the information technology (IT) carbon footprint in every sector.

Socially, gen AI also faces issues such as bias and ethical concerns, with biases in gen AI outputs perpetuating discrimination and misinformation. The particular concern around fair use doctrine is also emerging, with the New York Times suing OpenAI to use its news articles without permission, to train its model.

To address these multifaceted challenges, it is crucial to understand the roles of various stakeholders in the gen AI ecosystem. Each plays a distinct part in promoting sustainability and mitigating negative impacts.

The gen AI’s ecosystem involves various stakeholders—technology providers, service providers, enterprises, regulatory bodies, and research/coalition building organizations. Technology providers can enhance model efficiency and inclusivity, while service providers develop energy-efficient and responsible artificial intelligence(AI) solutions.

Enterprises, as end users, can demand sustainable practices and influence market demand. Regulatory bodies also play a crucial role by establishing and enforcing standards and regulations. Meanwhile, research and coalition building organizations drive innovation and offer insights into emerging best practices and technologies for sustainable gen AI. Together, these stakeholders form a cohesive ecosystem essential for advancing sustainability in the gen AI landscape.

Everest Group explores how key stakeholders influence gen AI’s path to sustainability

At Everest Group, we view gen AI’s sustainability through the lens of the planet and people. To ensure a sustainable future for gen AI, we have identified three themes:

Decarbonization and energy management: Reducing energy consumption and lowering the carbon footprint of gen AI technologies.

DEIB (Diversity, Equity, Inclusion, and Belonging): Promoting inclusive and equitable practices within gen AI development and deployment.

Accessibility: Ensuring gen AI technologies are accessible and usable for everyone, regardless of their disability status.

Three stakeholders—technology providers, service providers, and enterprises—are pivotal in translating these mandates into practical actions. Understanding their contributions is essential for advancing gen AI sustainability.

Technology providers, service providers, and enterprises are directly involved in implementing and influencing sustainable practices, making their involvement critical for tangible progress. While regulatory bodies, governments, and research organizations and industry coalitions play a complementary part by establishing standards, regulations, and guiding research, the immediate impact on sustainability stems from the actions and commitments of these primary stakeholders.

Everest Group has developed an assessment framework to define the roles the primary stakeholders play in making gen AI more sustainable.

Our ROLE framework evaluates how much pressure existing AI regulations place on stakeholders, their operational control across the gen AI value chain (from conceptualization to end-of-life), their leadership in partnerships and engineering research & development (ER&D), and their expertise in shaping sustainable gen AI.

The ROLE framework is depicted in Exhibit 1.

After scoring the three stakeholders across the parameters defined in our ROLE framework, our assessment has categorized stakeholders into three roles:

Architect: Reflects stakeholders with high engagement and significant influence on advancing gen AI sustainability.

Technology providers are currently in the role of Architect. They drive innovation and set the standards for sustainable gen AI technologies. Their involvement spans the entire lifecycle of gen AI, from development to deployment, and they are at the forefront of integrating sustainability into their solutions.

Contributor: Indicates stakeholders who actively support and engage with sustainability efforts but do not lead them.

Service providers fall into the Contributor category. They play a vital role in implementing and supporting sustainable practices within gen AI solutions, yet their influence is more supportive rather than leading the charge in sustainability initiatives.

Influencer: Denotes stakeholders who monitor or follow sustainability developments with minimal direct involvement but may shape discussions and perceptions through their observations.

Enterprises are classified as Influencers. While they adopt gen AI solutions, their involvement in driving sustainability is limited. They largely follow industry trends without actively shaping or leading sustainability efforts. However, they can shape the demand for more sustainable gen AI through discourse, forming industry-coalitions to adopt best practices, or co-innovating sustainable gen AI solutions with tech partners.

The ROLE framework provides a comprehensive assessment of the market and the contributions of various stakeholders.

It categorizes stakeholders based on their overall impact within the ecosystem. However, we recognize that some players are making exceptional efforts that could elevate their roles—from Influencers to Contributors or from Contributors to Architects. This nuanced view acknowledges that individual players can surpass their general category and assume a more influential position in driving sustainability.

The evolving roles of technology providers, service providers and enterprises present valuable opportunities for further advancements. By exploring these dynamics, we can better understand how each stakeholder can contribute to a more sustainable gen AI ecosystem.

Everest Group will keep digging deeper to understand the gen AI sustainability ecosystem better. Stay tuned for our upcoming blogs, where we’ll explore strategies for tackling gen AI’s complex sustainability challenges. We’ll delve deeper into each stakeholder’s evolving role and offer insights on bridging the gaps in their current efforts.

If you found this blog interesting, check out our recent blog focusing on Unleashing The Power Of Advanced AI Engines: Transforming Business Operations For The Future | Blog – Everest Group (everestgrp.com), which delves deeper into the topic of advance AI and gen AI.

If you have questions or want to discuss these topics in more depth, please contact Meenakshi Narayanan, Rita N. Soni and Cecilia Van Cauwenberghe.

Unlocking Growth in Semiconductors: Outsourced Semiconductor Assembly and Test (OSAT’s) Pivotal Role and Emerging Opportunities for Service Providers | Blog

September 30, 2024

The semiconductor industry, a cornerstone of the modern technological landscape, is experiencing rapid growth, fueled by advancements in AI, consumer electronics, automotive innovations, and the widespread adoption of connected devices.

Central to this expansion are Outsourced Semiconductor Assembly and Test (OSAT) services, which play a crucial role in bridging the gap between wafer fabrication and the production of functional integrated circuits.

Once semiconductor wafers are fabricated, they must undergo assembly, packaging, and extensive testing to meet strict performance and specification standards. This is where OSAT providers come in, offering specialized services that include die assembly, packaging solutions, and integrated circuit (IC) testing.

By managing these complex and critical processes, OSAT firms allow semiconductor companies, particularly fabless ones, to concentrate on design and innovation while ensuring their products meet the rigorous standards required by diverse end markets.

Reach out to us to discuss this topic further with our expert analysts. 

Key drivers shaping the OSAT market

Geopolitical fragmentation and regional investments: The OSAT industry is becoming more geographically fragmented, due to rising geopolitical tensions, leading to a diversification of manufacturing hubs away from traditional regions including Taiwan.

Emerging markets in the Asia-Pacific (APAC) region, including Malaysia, Vietnam, and India are becoming critical players, with substantial investments in advanced semiconductor packaging and testing. Malaysia controls around 13% of the global OSAT market and has attracted key players such as Intel and Infineon. Vietnam is also making significant strides, with Amkor recently opening a facility to provide advanced packaging solutions for sectors including automotive and high-performance computing. Furthermore India, is positioning itself as a growing player, with increasing investments in OSAT capabilities, including partnerships with companies including Foxconn. These shifts reflect the need for resilience in semiconductor supply chains, especially amidst US-China trade tensions and global chip shortages. For service providers, this diversification presents opportunities to establish stronger ties with semiconductor manufacturers looking to tap into these emerging markets.

Rising demand from the automotive and electronics Sectors: The increasing complexity of semiconductors required in automotive applications, such as electric vehicles (EVs), advanced driver-assistance systems (ADAS), and autonomous driving, has significantly boosted OSAT demand. The electronics sector, driven by innovations in smartphones, internet of things (IoT) devices, and 5G infrastructure, further fuels this demand. As the complexities of chip design and manufacturing increase, there is a growing need for sophisticated testing and packaging, a niche in which OSAT providers excel.

Industry insight

As semiconductor companies shift focus towards more advanced technologies, understanding the shifting landscape of OSAT presents both challenges and lucrative opportunities for service providers.

For engineering service providers, this opens the door to new partnerships and outsourcing contracts, particularly in engineering research & development (ER&D), supply chain optimization, and the deployment of advanced packaging solutions.

The convergence of semiconductor innovation with other technological domains, such as artificial intelligence (AI), also presents opportunities to create differentiated offerings that cater to specific verticals.

Opportunities for service providers

Advanced packaging and testing solutions: The rise of advanced technologies, such as high-bandwidth memory (HBM) and system-on-chip (SoC) solutions, demands cutting-edge packaging and testing.

Service providers can develop advanced testing methodologies and employ tools such as digital twins for simulation. Incorporating AI into these processes can enhance predictive analytics and optimize testing protocols, significantly reducing time and costs.

Process automation and efficiency enhancements: The need to enhance efficiencies and optimize costs has emerged as a key priority for OSAT companies. Service providers now have an opportunity to work with these firms to identify processes that can be automated and enhanced using digital technologies. Incorporating IoT solutions for instance, can provide real-time data analytics for monitoring production lines, allowing for proactive adjustments and maintenance.
Talent development: One of the biggest challenges for the OSAT industry comes within building the talent pool needed to support rapid growth. Countries such as Vietnam are already investing in talent development, with a goal in place to train 50,000 semiconductor engineers by 2030. Service providers can support these initiatives, by offering tailored training programs or collaborating with universities and local governments, to create specialized workforce development programs and offering the requisite talent to OSAT firms.
Infrastructure investments: Infrastructure investments, particularly in labs and ER&D centers, are also becoming crucial to meet OSAT needs, presenting another opportunity for service providers to offer high-value support. Service providers can assist OSAT companies by developing state-of-the-art facilities that enhance research capabilities and support advanced manufacturing processes.

Conclusion: A strategic entry point for service providers

The OSAT market, currently valued at $40-45 billion, is poised for significant growth, driven by increasing demand for advanced semiconductor technologies.

Service providers that align their capabilities with semiconductor clients’ needs—through advanced packaging, talent management, or ER&D—can capitalize on this expanding market by positioning themselves as strategic partners in the global semiconductor value chain.

Service providers targeting this opportunity will need to segment the market, identify key opportunities, and develop focused attack strategies based on actionable market intelligence, which is something our expert team can provide in the form of insights, needed to effectively navigate this ever-changing landscape.

Additionally, OSAT firms looking to partner with an outsourcing firm or improve their understanding of the outsourcing market can benefit from our upcoming Semiconductor Engineering Services PEAK Matrix® Assessment, which assesses service providers across the semiconductor engineering services value chain, including OSAT services. Stay tuned to www.everestgrp.com for more information.

If you found this blog interesting, check out our blogs page, which delves deeper into a wide range of topics.

 To discuss this topic in more detail or for an even more detailed analysis, please contact Kritika Chawla and Nishant Udupa.

The Evolution and Growth of Global Capability Centers (GCCs) and the Critical Role of Providers | Blog

September 30, 2024

In recent years, Global Capability Centers (GCCs) / Global In-house Centers (GICs) have experienced a remarkable surge in popularity amongst enterprises worldwide, with headlines frequently highlighting the establishment of new GCCs across various regions.

In 2023 alone, over three hundred GCCs were set up in offshore and nearshore locations, and this trend is expected to continue in the near future. This growth is not confined to specific verticals or geographies either, as beyond traditional strongholds like the US and Western Europe, enterprises in regions such as Asia Pacific and Japan are also establishing new GCCs. From an industry vertical perspective as well, we are seeing growth across most major segments including financial services, telecom, media & technology, retail and consumer goods, etc.

Reach out to us to discuss this topic further with our expert analysts.

The expanding role of GCCs

The role of GCCs within enterprises has evolved significantly. Initially, GCCs were primarily established for cost arbitrage, overseeing basic support functions such as IT services , back-office operations, and customer support.

However, today’s GCCs have moved up the value chain, delivering a wide array of strategic GCC functions. These include research and development (R&D), product development, digital transformation initiatives, data analytics, and even end-to-end supply chain management.

The evolution of GCCs has been driven by several factors including:

Access to global talent: GCCs enable enterprises to tap into talent pools across the globe, particularly in regions known for specific expertise. For instance, India and Eastern Europe have become hubs for IT and software development talent
Cost arbitrage: While cost savings remain a key driver, the focus has shifted to achieving cost efficiency without compromising quality. GCCs allow enterprises to optimize operational costs while maintaining high standards of service delivery
Innovation and agility: By establishing GCCs, enterprises can foster innovation and agility. GCCs often operate in a start-up-like environment, promoting experimentation and rapid prototyping of new ideas and solutions

A shift in enterprise strategy: Partnering with providers

One fundamental shift accompanying the rapid proliferation of GCCs is the increasing openness of enterprises to partner with providers for setting them up. Traditionally, enterprises focused on growing their GCCs independently or through selective supplier relationships. However, there is now a marked shift towards greater collaboration with providers throughout the GCC lifecycle, including the setup phase. Just a few years ago, less than 25% of GCCs were established with the involvement of providers. Today, that number has risen to around 50%, and we anticipate further growth in the future.

Providers also offer various models to enterprises to support new GCC setups. These primarily include the assisted model, joint venture model, and Build-Operate-Transfer (BOT) model. While the predominant model remains assisted set-ups (support related to initial set-up), the BOT (Build-Operate-Transfer) model – offering support for set-up, scaling, and operation until the center can function independently is rapidly gaining traction. Some of the factors driving adoption of BOT include cost pressures, margin constraints, and talent wars. For instance, while <10% of GCCs were set up using the BOT model a couple of years ago, that figure is now closer to 40%. Combined with the assisted model, these two approaches account for over 90% of GCC setups supported by providers.

Providers have started to capitalize on the GCC market

Providers have also started to realize the growth opportunity with the GCC set-up market, and this has prompted them to adopt a more nuanced approach. Multiple providers have created dedicated business units focused solely on the GCC market, employing specialized sales teams aligned with GCC accounts. The key performance indicators (KPIs) for these teams primarily include revenue growth from the GCC market segment. In general, enterprises have a range of provider partner options, with three segments of providers each offering a different value proposition:

Traditional system integrators: These include major players such as Accenture, Tata Consultancy Services (TCS), Infosys, IBM, and Cognizant. These companies have been serving GCCs historically across the life cycle including GCC set-up support, primarily on the services side
Big-4 consulting firms: Firms like EY, Deloitte, PwC, and KPMG fall into this category. They have already been supporting the GCC market on the consulting/advisory side and have expanded their service offerings to include managed services within GCC setups in the past few years
Specialist providers: These are niche firms that focus exclusively on GCC setups, such as ANSR. They offer specialized knowledge and tailored solutions for enterprises looking to establish GCCs (primarily in the assisted model). However, in general, they do not take ownership of service delivery

Over the past year, providers have increasingly engaged in strategic GCC alliances and partnerships to enhance their presence in this segment. Accenture’s recent investment of US$ 170 million in ANSR and their subsequent collaboration is anticipated to drive disruption in the broader market. Similarly, in 2023, Gloplax and KPMG formed a partnership to better serve their clients in the GCC setup space.

Looking ahead, we expect a surge in collaboration across different provider categories and strategic GCC investments, as providers position themselves to better serve their clients.

The future of GCCs and provider collaboration

The future of GCCs looks promising, with continued growth anticipated across various industries and regions. As enterprises increasingly recognize the strategic value of GCCs, the collaboration between enterprises and providers will become even more crucial.

Providers will continue to play a pivotal role in enabling enterprises to set up and scale their GCCs efficiently.

Key trends to watch in this space include:

Adoption of hybrid models: Enterprises may opt for hybrid models that combine elements of the BOT and Assisted Virtual Models, allowing for greater flexibility and customization
Emphasis on digital transformation: GCCs are set to spearhead digital transformation initiatives by harnessing advanced technologies such as artificial intelligence (AI), machine learning (ML), and automation. Providers are anticipated to play an increasingly significant role in facilitating this transformation

Conclusion

The growth of GCCs represents a significant shift in the global business landscape. Enterprises are increasingly leveraging GCCs to drive innovation, achieve cost efficiency, and access global talent.

The involvement of providers has been instrumental in facilitating this growth, offering various models and expertise to support GCC setups. Enterprises must carefully assess their options and choose partners that align with their strategic goals. To make an informed decision, especially in the GCC setups space, check out the report: GIC Setup Capabilities in India – Provider PEAK Matrix^® Assessment 2024

This report uses Everest Group’s proprietary PEAK Matrix^® framework to evaluate the capabilities of 24 providers in the GCC space, assessing the overall vision, capability, and market impact of these providers.

To discuss this topic in more detail or for a detailed analysis, please contact Akshay Mathur or Udit Anand.

Race for Artificial Intelligence (AI) Infrastructure: Navigating the Best Path to Supercharge Your AI Strategy | Blog

September 27, 2024

As we stand on the brink of a new technological era, the rise of AI is reshaping our interactions with the digital world.

The rapid proliferation of AI has intensified the demand for scalable, high-performance computing resources, in the process exposing the limitations of traditional infrastructure.

Enterprises are now seeking significant upgrades and expansions to their traditional information technology (IT) infrastructure, in order to keep up with the rising demands of AI workloads.

This has since driven considerable investment into specialized AI infrastructure and tools and services, that can now create the necessary environment for core hardware and infrastructure components to operate at their best.

According to Everest Group research, 81% of enterprises plan to allocate 50% or more of their infrastructure budget this year to upgrading capabilities specifically for AI

Managing Investments in the Face of Rising AI Demands and Evolving landscape

To accelerate AI development and maintain an edge in the evolving digital landscape, enterprises are increasingly investing in core hardware and infrastructure components. This had led to the surge in demand for high-performance critical computer hardware, networking, and storage infrastructure necessary for AI computations and data management including (Graphics Processing Units) GPUs, (Tensor Processing Units) TPUs, and Virtual Storage Platforms (VSP).

As per Everest Group research, 46% of enterprises prioritize upgrading computing power such as, graphics processing units (GPUs), central processing units (CPUs), and tensor processing units (TPUs), as one of their top three priorities in AI infrastructure investments

Reach out to discuss this topic in depth.

Providers are now significantly increasing investments to upgrade their supply and secure their positions in a rapidly evolving marketplace.

They are adopting multifaceted strategies to differentiate themselves, secure market share, and address the evolving needs of enterprises for their AI needs. As the market transforms, leading players are making bold strides in the AI arena:

As Nvidia rides the AI wave, AMD battles to disrupt its market dominance in the GPU market

Nvidia, known for its high-end graphics cards for gaming personal computers (PCs), has now crossed US$3 trillion in market cap, owing to the rising demand for its AI chips, critical for advanced AI infrastructure. As Nvidia stands at the forefront of the AI infrastructure market, its GPUs are indispensable for training and deploying sophisticated AI models, including OpenAI’s ChatGPT, leading to its market dominance in the GPU sector.

While Nvidia remains a dominant force in the AI field, other competitors are gradually emerging, aiming to gain market share and driving innovation to break Nvidia’s dominance.

AMD presents a significant challenge to Nvidia in the GPU sector and is working on providing compelling alternatives, particularly for budget-conscious buyers. AMD’s MI300 chip has gained substantial traction amongst startups, as well as with technology giants like Microsoft. It is also constantly investing in this space to bolster its position, as evidenced by its recent multi-billion-dollar acquisition of ZT Systems.

Intel – the computing giant facing challenges, but could that change soon with Gaudi 3?

Intel, traditionally focused on CPUs, has faced challenges in gaining a strong foothold in the GPU market and has been facing stiff competition from competitors, with Nvidia surpassing Intel in annual revenue.

Intel is now intensifying its efforts to close the gap in the AI market. At the recent Intel Vision event, Intel highlighted the forthcoming release of Gaudi 3, an AI accelerator, claiming to be able to outperform Nvidia’s powerful H100 GPU in training large language models (LLMs).

Intel also stated that the Gaudi 3 could deliver similar or even superior performance compared to Nvidia’s H200 for large language model inferencing. Additionally, it claims that Gaudi 3 is focused on reducing energy consumption and has greater power efficiency than the H100, for specific use cases.

Intel’s strategic push to challenge Nvidia’s dominance occurs against a backdrop of persistent shortages in AI accelerator chips, which has created substantial obstacles for tech companies.

Hyperscalers – Nvidia’s largest customers today, potential rivals tomorrow?

Major cloud providers such as Google, Microsoft, Amazon, and Oracle, who together contribute significantly to Nvidia’s revenue, are making a strategic shift toward developing their own processors and in-house chips, to reduce dependency on Nvidia’s GPUs, as well as to drive their own innovation.

Amazon has been rolling out its AI-focused Inferentia and Tranium chips for AI inference and training, offering these through Amazon web services (AWS), as cost-effective alternatives to Nvidia’s products.

Google, a long-time advocate of its Tensor Processing Units (TPUs), recently introduced Trillium, its sixth generation TPUto power its AI models, which it claims is 5 times faster than its predecessor.

Microsoft is also making strides by developing its own AI processors and chips, including the Cobalt 100 CPU, an arm-based processor used for running general purpose computer workloads on the Microsoft Cloud and Maia 100 AI Accelerator.

Emergence of new players and trailblazing startups – Disrupting the AI landscape with innovative approaches?

Several startups are making significant strides within the AI infrastructure landscape, with their innovative approaches.

Cerebras Systems, known for its Wafer-Scale Engine (WSE) designed for high-performance AI workloads, has recently introduced an AI inference service that it claims to be the fastest in the world.

Groq’s Language Processing Unit (LPU) stands out for its high speed in AI inference tasks, offering substantial performance gains for large language models. Groq has also recently raised $640 million for its AI chips.

Groq’s rival SambaNova, has also launched its AI inference platform SambaNova cloud. Similarly other startups like Blaize, an AI chip maker, is developing competitive AI chip technology, with its own unique focus and specialization.

Although Nvidia holds a dominant position, Groq, Cerebras Systems, SambaNova, and other startups are emerging as serious contenders in the marketplace, offering innovative and competitive solutions. It will now be interesting to see how the new players in this space can challenge the technological giants.

Exhibit 1: AI chips and accelerators landscape

How to take the next steps?

As the AI landscape continues to evolve, challenges remain, as enterprise demand for GPUs exceeds supply, leading to a shortage.

This imbalance, combined with high demand, has also driven up GPU prices, making it challenging to find affordable alternatives. As a result, organizations are increasingly exploring alternatives to the dominant players in the AI chip and accelerators market.

But, with so many options, it’s crucial for organizations to carefully evaluate their requirements, budget, and strategic goals, to choose the most suitable options for leveraging AI power effectively. We suggest a two-pronged approach to align organizational AI strategy:

Assess and analyze

Assess your requirements on parameters such as:

Organizational capabilities and budgetary flexibility: Assess which strategy would suit your budget – purchasing or renting GPUs. Weigh in the initial investment needed, maintenance costs, and long-term operational savings

AI current workload requirements: Analyze your requirements based on the types of AI workloads and business use-cases (e.g., is your need centered around high-performance training or low latency inference or both)

Future adaptability: Consider whether your AI workloads may evolve, necessitating reconfigurable hardware or if the efficiency of specialized chips is more important

Power and space: Assess your organization’s energy efficiency, hardware footprint, and power consumption needs

Align and augment

After the initial assessment and once you have a clear understanding of your AI requirements, develop a roadmap that supports your AI strategy, taking the 5 S into consideration – Scalability, Sustainability, Security, Simplicity, and Stability.

Ensure your AI strategy is directly aligned with business objectives, such as innovation, operational efficiency, or scaling products, while also being adaptable to future AI workloads
Augment existing AI infrastructure by partnering with the right vendors that can help you meet your AI workload demands

Exhibit 2: By adopting this two-pronged approach, you can effectively chart the best path to supercharge your AI strategy.

If you found this blog interesting, check out our report, Navigating AI Infrastructure: The Backbone of the AI-Driven Era.

If you have any questions, would like to gain expertise in artificial intelligence, or would like to reach out to discuss these topics in more depth, contact Praharsh Srivastava, Zachariah Chirayil, and Tanvi Rai.

Analyst Relations Quarterly Newsletter | Q3 2024

September 26, 2024

Dear AR friends,

In a few short weeks my colleagues and I will attend and sponsor the Spotlight AR Summit 2024 in Kansas City. I hope to see many of you there! Come look for the Everest Group table and say hello. I’ll be joined by a few of your favorite analysts, Chirajeet (CJ) Sengupta and Abhishek Singh. Now is the time to contact any of us to set up- time to meet in KC!

But on to our regular newsletter business – I often hear AR professionals ask how they can help their internal sales and pursuit teams meet their targets. AR can be a valuable resource in supporting the actual pursuit and sales process. AR teams are uniquely positioned to know which research firms have capabilities and resources relevant to different phases of the deal lifecycle – from target setting to account identification to solution crafting and proposal benchmarking. For these reasons, AR teams have the opportunity to shift the questions from sales leadership away from, “How many deals did you bring me?”, to “How can you help me be better prepared to compete?” In my experience, this is a challenging bridge to cross, but once the nature of the conversation changes, AR begins to play a different role at the corporate level.

Join me and my colleagues to dive deeply into this dynamic. On September 25, I will host a LinkedIn Live to look at how Everest Group works with the providers of services and technology to enhance their competitiveness in the marketplace. You can learn more and register here.

Enjoy the tail-end of summer!

Sincerely,

Katrina Menzigian
Vice President, Analyst Relations Engagement

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