Shared Services / Global In-house Centers: How to become a differentiated employer
Shared Services / Global In-house Centers: How to become a differentiated employer
450,000-550,000 FTEs (30% of the existing BPM workforce in India) may need to be replaced by 2021 due to automation and changing skills needs
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.
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:
Complimentary 60-minute webinar held on Thursday, November 29, 2018
Intriguing research findings we’ll address:
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 If your pricing metrics haven’t been updated recently, you’re working with outdated pricing models and not getting the optimum value from your outsourcing contracts.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
Chief Research Guru
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:
The client is in process of implementing Everest Group’s recommendations on the best-fit locations
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:
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.
Client overview and background: The client has a strong presence in some horizontal BPO services, but minimal to no presence in Finance & Accounting (F&A) and wanted to identify opportunities within cloud-based F&A services as well as value differentiators that would resonate in that market.
Everest Group’s approach: Everest Group conducted a detailed analysis of market attractiveness along the following dimensions:
Client benefits: We cut the market across its constituents and identified pockets of addressable opportunity. By combining both demand and supply constraints, we helped the client prioritize opportunities and drive thinking on the required solution characteristics to be successful in the shortlisted segments. Everest Group’s inputs and insights served as a direct input into the client’s investment decisions and to-to-market strategy.
Client overview and background: The client offers back-office accounting services to Australian clients primarily from its offices in India and wants to expand into AP services banking based in its current footprint in Australia.
Everest Group’s approach: Everest Group conducted a two-phased approach to help the client:
Phase 1: Opportunity identification – assessing addressable opportunity across industries and prioritizing high-potential industries
Phase 2: Go to market strategy (for a chosen industry) – Buyer demand and trends in AP services, customer segmentation, target group identification, CFO behavior archetypes and proposition design, sales force structure and size, sales territory design, etc.
Client benefits: Everest Group used its proprietary data assets to shortlist one industry from Phase 1 that offered the highest opportunity for the client. In Phase 2, we conducted an in-depth exercise to understand the Australian AP market within the chosen industry and the client’s internal structure and capabilities. The client used Everest Group’s recommendations to guide its go-to-market strategy in Australia.
Client overview and background: The client believed that while it had strong engineering capabilities, it lacked in impactful messaging and effective articulation of business impact created
Our approach: Everest Group conducted a detailed analysis of client impact created across marquee projects in four areas of focus:
Client benefits: Everest Group was successful in bringing out compelling differentiation for the client, emphasizing on innovation and unique strengths, and enhancing articulation of outcomes. Everest Group’s inputs and insights served as a direct input into the client’s marketing strategy, sales pitch documents, and overall branding material.
Client overview and background: The client’s current delivery presence in Europe was spread across small-scale centers and client sites. The client wanted to identify the best-fit location for establishing a large-scale delivery center which would service some of its existing clients as well as support a new large client.
Our approach: Everest Group conducted a detailed assessment of multiple locations in Southern Europe and Central & Eastern Europe. The analysis was based on a combination of analyst visits, interviews with market participants, and proprietary databases and IP.
Client benefits: The analysis provided views across Automotive Engineering skills and other adjacent verticals (Semiconductor, Electrical & Electronics, Medical, Telecom & networking, Software/Internet). The detailed assessment consisted of a deep-dive on skills availability, operating costs, incentives, infrastructure, existing player landscape, and business environment assessment. Everest Group also provided insights on scalability potential and forward-looking talent sustainability across the cities.
Top 20 startup trailblazers across the spectrum:
You might recall, back in December we identified digital agility as a key 2018 initiative. In that blog, we discussed how you can create business value by making things easy, reliable, and fast for your customers. The question I would ask GIC organizations for 2018: In realizing that goal, are you part of the problem? Or are you part of the solution?
Our research, Digital Maturity in GICs | Pinnacle Model™ Assessment 2018, seeks to answer those questions.
Most GICs started small and expanded over time as they proved their value. Now that most GICs have realized the fundamental benefits of labor savings, quality and process improvement, and – in some cases – business outcome improvement, it’s time for them to look to their next act.
Our central thesis is that a GIC can be a critical driver in building and running new digital competencies. But we want to hear from you about the functions and processes that are getting the most attention and investment. Which digital technologies are you focusing their efforts on? And what capabilities did you deploy to build out these capabilities?
There are plenty of digital surveys that you can participate in, so – why Everest Group’s? Because we take a different approach that results in more meaningful, useful outputs. Our Pinnacle Model™ approach asks questions about what the very best GICs are doing in terms of real impact and then correlate the capabilities required to achieve those results. And we go beyond the online survey, talking with some respondents to understand their journeys – what worked and what didn’t.
With that information in hand, we identify a set of Pinnacle Practices™ that you can consider deploying in your GIC.
Yes, there is a ton of hype around digital; let’s get beyond the headlines and talk outcomes and practices in your GIC.