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Analyst Relations Newsletter Q3 2017 | Key Highlights from Custom Research

Case Study I: Everest Group supported the India GIC of a global top-5 technology company in its growth plans for software product engineering teams leveraging digital skills

Client overview and background: As the client was preparing for growth of its India delivery center, it was evaluating opportunities to expand the scope of services delivered in the GIC, especially in software products based on new horizon skills areas (e.g., cloud, mobility, SoA, big data and analytics, design-thinking, customer-centric engineering). The client sought support in identification and prioritization of key talent investment areas involving product engineering based on expected future business needs and market evidence of successful delivery models, capabilities, and services maturity at GICs of peer technology/internet software companies.

Our approach: Everest Group assessed the current talent model and team capabilities in product engineering skills at the client GIC and also conducted a detailed market assessment of how GICs at peer companies are leveraging the India delivery centers (scale, penetration, breadth, and complexity, and level of ownership of global service delivery for product development and digital skills). We identified gaps in the talent model and skills-sets at the client GIC across specific roles, skill-sets, and level of ownership/maturity. Everest Group presented perspectives on key thrust areas for investment and industry momentum in skills/role development by peer GICs. We also identified growth opportunities for client and provided best-in-class examples of increasing ownership and growing talent on niche skills (e.g., data scientists).

Client benefits: Everest Group identified and prioritized skill-areas for investment based on gaps in the client’s current delivery talent/skills portfolio for software product engineering and level of maturity achieved at peer GICs. Through a series of discussions with the client’s leadership in India and the U.S., Everest Group guided the client’s internal thinking on how to grow talent for niche digital skills and establish product engineering teams with higher level of global product ownership.

Case Study II: Everest Group Supported a large European engineering company in an assessment of the talent landscape in the Indian city of Bangalore. This was for a new engineering and R&D center the firm wanted to set up in the city

Client overview and background: The client was facing challenges in hiring mid-level talent in its home markets owing to reducing enrolments in STEM. It was looking to offshore high-end design, engineering, and innovation work and identified Bangalore as a location for setting up its in-house / shared services center. To be better prepared for this, the client wanted a comprehensive assessment of the talent landscape in the city across the following aspects: availability of talent across 7 functional areas, key competitors for talent (including Indian engineering companies), future outlook for talent sustainability, workforce preferences for office location within the city, employee value drivers in choosing an employer, and benchmarking of compensation and benefits.

Our approach: Everest Group conducted in-depth desk research to size talent (at both entry- and experienced-levels) across the 7 functions in focus. This was followed by primary research with engineering companies operating in Bangalore, recruiters, industry experts, and a cross-section of employees to analyze aspects such as future outlook for talent sustainability, employee value drivers, and workforce preferences. Finally, we conducted a compensation and benefits benchmarking assessment in collaboration with a recruitment firm.

Client benefits: The client leveraged this in-depth study to set design parameters for its new delivery center. The mapping of functional areas by scalability and level of possible congestion in the future helped identify possible constraints and frame appropriate mitigation mechanisms (e.g., invest in training, move talent from home market). Our research also enabled the client identify the sources for talent (universities, competitors, other adjacent industries) and the optimum level of compensation/benefits across functional areas and seniority. Finally, the assessment on employee value drivers helped the client finalize the optimum value proposition for candidates.

Analyst Relations Newsletter Q2 2017: Key Highlights from Custom Research

Key highlights from recent custom research projects by Everest Group


Case #1: One of the top 5 U.S. payers engaged Everest Group to benchmark its existing BPO vendor portfolio and contrast their solution offerings

Everest Group’s approach: Everest Group evaluated each of the existing vendors against the best-in-class service providers to evaluate the key offerings, price points, digital leverage, etc. We also looked at how the top payers in the market were sourcing similar pieces with these vendors and which pieces fall under lack of capability vs. negotiation arbitrage.

Client benefits: Everest Group helped the payer to look at both end-of-term and mid-term contracts from a more critical lens and restructure them to enhance value and derive better gains from the existing relationships where possible.

Case #2: Helped one of the world’s largest providers of IT services to healthcare providers identify hospital system-level business development opportunities in the target area of value-based care

Client overview and background: One of the world’s largest providers of IT services to healthcare providers engaged Everest Group to identify priority business development accounts in hospital-level systems and to prioritize these for their value-based care offering

Everest Group’s approach: Everest Group developed a sophisticated account prioritization model and leveraged its market reach to identify account level opportunities. Everest Group assessed over 4000 hospital systems and developed a scoring model to rank them on their value-based care performance and technology enablement.

Client benefits: Everest Group helped the client’s sales people develop actionable insights for their pursuit strategy in the value-based care space. This analysis further helped our client develop a definitive assessment of a key target segment and drill down to account-level insights that enhance the effectiveness of their sales efforts.

Trump Cards: Driving Healthcare Innovation During Uncertainty

Thursday, June 1, 2017 | 9 a.m. CDT, 10 a.m. EDT, 3 p.m. BST, 7:30 p.m. IST

The Obamacare vs. Trumpcare debate has thrown up more questions than answers. As a result, payers, providers, and life sciences firms are experiencing unprecedented uncertainty. However, behind the screens, venture capital is driving innovation, seemingly untouched by this uncertainty. Startups are changing the discourse on healthcare and life sciences in their own unique ways. To learn the ins and outs of this phenomenon, listen to our webinar playback.

View Webinar Deck

In this one-hour webinar we discuss:

  • How to navigate the uncertainty of the Trumpcare implications
  • How startups are transforming healthcare ecosystems
  • How enterprises and service providers can achieve their innovation objectives
  • Hot investment areas and leading players

Nitish Mittal, Practice Director – Information Technology Services
Manu Aggarwal, Practice Director – Business Process Services
Chathurya Pandurangan, Analyst – Information Technology Services

Who should listen?

  • Senior executives from payers, hospital systems, pharmaceutical companies, and medical devices firms
  • Healthcare IT and BPO service providers and product vendors
  • Investors in the HLS space: Private equity investors, venture capitalists, and investment bankers

Regulatory Changes Drive Digital Disruption | Sherpas in Blue Shirts

Companies in some highly regulated industries often view digital transformation and digital restructuring as being constrained by laws and regulations that don’t evolve fast enough to allow digital transformation to happen. But there’s another side to the regulatory coin: sometimes regulatory changes enable and drive disruption and business transformation. That’s about to happen in a few months with APIs and financial institutions.

A payment service directive will go active in the UK in January 2018. The directive will force all banks to expose their core systems to APIs for three functions:

Read more at Peters blog.

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