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How Enterprises Are Leveraging Data & Analytics to Deliver 2X More Value from Their Shared Services Centers | Webinar

By | Uncategorized, Webinars

60-minute webinar to be held on Tuesday, May 21, 2019 | 9 a.m. CDT, 10 a.m. EDT, 3 p.m. BST, 7:30 p.m. IST

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As technology adoption increases exponentially, organizations are challenged by the proliferation of data that the technology generates. Increasingly, Shared Services / Global In-house Centers (GICs) are leading their organizations’ efforts to tame data and derive key insights from it.

Based on our recent Pinnacle Model research on data & analytics maturity in SSCs/GICs, this webinar will show executives how they can build capabilities in their SSCs/GICs to turn this challenge into a strategic asset, generating value and enhancing service delivery.

In this fast-paced session, we’ll answer the following:

  • What roles do best-in-class GICs play in global data & analytics programs?
  • How do best-in-class GICs attract and retain talent with relevant skills for data & analytics? What supporting programs have they developed to support these efforts?
  • How are best-in-class GICs funding these initiatives?
  • How are best-in-class GICs addressing associated technology challenges that impact their data & analytics teams?
  • What actual cost savings and operational and strategic impacts are GICs creating for their parent organizations through data & analytics leverage?

Who should attend, and why?
The webinar content is geared toward global stakeholders responsible for Shared Services / Global In-house Centers (GICs) and Global Business Services (GBS), as well as their Heads of Human Resources and Senior Strategy Executives.

Attendees will walk away with five key differentiating capabilities that characterize Pinnacle, or best-in-class, GICs.

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

Presenters
H. Karthik
Partner
Everest Group

Rohitashwa Aggarwal
Practice Director
Everest Group

Shailee Raychaudhuri
Senior Analyst
Everest Group

Outsourcing Pricing: Do You Know What You Don’t Know? (Key Trends Impacting Your Agreements) | Webinar

By | Uncategorized, Webinars

60-minute webinar held live on Thursday, May 9, 2019 | 9 a.m. CDT, 10 a.m. EDT, 3 p.m. BST, 7:30 p.m. IST

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Do you know what you don’t know? The method and manner of pricing outsourcing deals never stops changing. Some trends are rapid and significant – and others simply incremental. Join us as we explore the pricing changes related to IT and BPO transactions, as reported by your peers.

We’ll cover major disruptions, the impact of geopolitical restrictions, and key commercial contract terms (nothing is taboo!).

From this session, you’ll be able to answer the following:

  • What are the current pricing-related trends impacting both enterprises and service providers?
  • Are there areas of high variation in my commercial contracts that could lead to seemingly counter-intuitive deal pricing behavior?
  • Are there near-term price movements that I should expect and be prepared for?
  • What direction are outsourcing contract tenets trending toward?

Who should attend, and why?
This webinar will offer results from our recent market survey on outsourcing pricing trends, coupled with our insights into what these trends mean for you and how to take advantage of them to drive business impact.

The content is geared to senior executives –
Enterprises: Strategic Sourcing, Vendor Management, Contract Management, CPO, CIO

Can’t join us live? Register anyway!
All registrants will receive an email (typically within 1-2 business days of the live delivery) with the link to session slides and on-demand playback. In addition, you’ll also receive details on how to participate in our labor rates special offer, covering complementary price checks for up to three standard roles in three different countries.

Presenters
Michel Janssen
Chief Research Guru
Everest Group

Abhishek Sharma
Partner
Everest Group

How is RPA Assisting Businesses in Scaling Operations | In the News

By | Uncategorized

It is estimated by McKinsey & Co. that automation systems could well and truly, undertake the work of up to 140 million jobs by 2025.

Everest Group reports that Robotic Process Automation is likely to lead to a cost reduction of close to 65% with its potential to register data at the transactional level, thereby enabling decision-making which is swift, precise and predictive. Organizations that stick to a watertight RPA implementation strategy will soon outpace those who still depend on human capital for all their processes.

Read more in Customer Think

Analyst Relations Newsletter Q2 2019: Key Highlights from Custom Research

By | Uncategorized

Key highlights from recent custom research projects by Everest Group

Case #1: A large U.S.-based health insurance payer needed help in building an internal business case to seek funding for a new IT platform.

Everest Group’s approach: We took a two-pronged approach to the project:

  • Developed a framework to correlate investments in platform modernization with business, operational, and cost impact
  • Conducted peer assessment research to compare our client’s maturity with a select group of industry peers. We assessed the client and 12 other health insurers on the parameters identified and created a strong case for impact through investments

Our client realized a couple of key benefits from the research. First, the information helped the client to assess, compare, and benchmark its investments and the impact created. Second, using the information we provided, we identified gap areas, quantified differences from peers, and suggested a concrete road map for future investments.

Case #2: A leading U.S.-based healthcare services vendor engaged us to identify a select group of health systems and build account-specific insights not only enhance their understanding of each health system but to identify their propensity to adopt the vendor’s analytics-based value proposition.

Everest Group’s approach: We developed an account prioritization model to assess 4,000+ hospitals and 500+ health systems, which we down-selected to 15 based on five criteria and the vendor’s inputs. From there, we conducted deeper analysis to understand the extent each health system’s investment in value-based care, including the existing technology landscape, underlying infrastructure, value-based initiatives, and relationships with other vendors and/or service providers. With that information, we evaluated each account on six parameters/factors to determine which accounts were most amenable to adopting analytics.

The benefits for our client included the identification of account-specific insights for each potential opportunity and several detailed approaches to each account including account-specific explicit need, a CXO-level talk track, and/or account-specific investments.

Analyst Relations Newsletter Q1 2019: Key Highlights from Custom Research

By | Uncategorized

Key highlights from recent custom research projects by Everest Group

 

Case #1: Competitive intelligence and identification of niche potential partnership / acquisition targets (D&A providers) for a large professional services provider

Client overview and background: Our client, a leading global professional services provider, wanted to understand the competitive landscape in the Data & Analytics (D&A) space, and to strategize its investment priorities. Specifically, the provider wanted to identify innovation in the D&A space, driven by niche system integrators operating in the data management and data compliance space, to plan its partnership/acquisition strategy.

Everest Group’s approach: We employed a comprehensive and structured approach to develop a thorough competitive landscape and detailed profiles of the niche system integrators. We assessed competitors on their services portfolio, market presence, investments and partnerships, talent investments, market messaging, and value proposition. The assessment resulted in detailed assessments of niche system integrators based on the client’s parameters.

Ultimately, we provided recommendations on the suggested approach (“bolt-on” vs. “string of pearls”) and key targets for partnership/acquisition. The client used the analysis and recommendations to strategize its investment priorities.

Case #2: Identification of high potential analytics use cases to shape a D&A go-to-market strategy

Client overview and background: Our client, a global provider of IT/BPO services, including digital, technology, consulting, and operations services, wanted to assess the opportunities available in the D&A market to help it to shape its go-to-market strategy. The client sought to identify high potential analytics use cases in Finance & Accounting, Healthcare, Contact Center, and Banking and Financial Services segments based on market attractiveness/opportunity and alignment to their overall strategy/vision.

Everest Group’s approach: Everest Group employed a comprehensive and structured approach to assess D&A market attractiveness and identify potential use cases:

  • Provided an overview of the D&A market and service provider landscape in the identified segments to help our client to build a business case
  • Built a list of analytics use cases in the identified horizontals/verticals and conducted relative assessments of each use case based on its current market opportunity, future potential, applicability to different customer segments, competition play, and business impact
  • Shortlisted and prioritized 30 high potential use cases across segments based on market attractiveness and alignment to the client’s vision

Working with an Outdated Pricing Model? Discover the Latest in Outsourcing Pricing | Webinar

By | Uncategorized, Webinars

Complimentary 60-minute webinar held on Thursday, November 29, 2018

 

Intriguing research findings we’ll address:

  • Enterprises are moving away from input-based pricing in both BPO and ITO contracts … but how, what, why, when and where? We’ll share the details
  • One of the key drivers of positive business outcomes is who initiated the move to outcomes- and outputs-based pricing, but we’ll share which initiators drive the most improvement (by a 2:1 margin)
  • The reasons for the pricing model transition are not surprising (cost savings and customer satisfaction), but the variation in results for high-impact and low-impact may surprise you

Automation truly is changing literally everything about service delivery, including pricing models. If your pricing metrics haven’t been updated recently, you’re working with outdated pricing models and not getting the optimum value from your outsourcing contracts.

Who should attend, and why?

This webinar will offer results from our recent market survey on outsourcing pricing trends coupled with our insights into what pricing model trends mean for you and how to take advantage of them to drive business impact.
The content is geared to senior executives –
Enterprises: Executives responsible for pricing strategy, strategic outsourcing, vendor management, and business executives

Presenters:

Michel Janssen
Chief Research Guru
Everest Group

Shirley Hung
Vice President
Everest Group

Abhishek Sharma
Partner
Everest Group

Analyst Relations Newsletter Q3 2018: Key Highlights from Custom Research

By | Uncategorized

Key highlights from recent custom research projects by Everest Group

 

Case #1: Advised a leading service provider in U.S. location selection and portfolio design

Everest Group’s approach: The client sought Everest Group’s support in developing its 2020 location strategy for its U.S. locations. The scope of work included both technology and business process services. Everest Group developed a strategy for the service provider, which involved:

  • Identifying a long list of potential locations
  • Conducting a detailed function-specific filtering to identify relevant locations for further analysis
  • Conducting a detailed function-specific deep-dive in each of the selected locations covering dimensions of talent availability, scalability/sustainability, operating costs (both current and future), and business/operating risks
  • Recommending best-fit locations for the client and inputs on location portfolio design

The client is in process of implementing Everest Group’s recommendations on the best-fit locations

Case #2: Advised a leading global insurance firm on its GIC strategy design

Client overview and background: The client sought Everest Group’s help in developing its 2018-2025 GIC strategy to enable the parent to leverage the GIC more strategically. The new strategy was intended to strengthen and maintain the competitiveness and differentiation of the GIC from other options, including outsourcing.

Everest Group’s approach: Everest Group developed a 2025 strategy for the GIC, which involved:

  • Framing key objectives for the future strategy, including a clear articulation of why the client needs a new strategy
  • A blue sky assessment of priority areas for the new strategy and strategy finalization in syndication with the Group GIC board and management committee
  • A collaborative effort with the GIC management and leadership teams to lay out an approach to achieve desired outcomes, i.e., how the GIC will implement the new strategy

The new strategy was developed using a combination of inputs including perspectives of key parent stakeholders, GIC leaders, and Everest Group’s outside-in perspectives. Everest Group created a strategy roadmap for 2018-2025, including prioritization of opportunities for the near term (1-2 years), medium term (3-5 years), and long term (5-7 years) and detailed plans to guide implementation in the near term.