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

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

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

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

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

Download View Presentation Button


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


Michel Janssen
Chief Research Guru
Everest Group

Shirley Hung
Vice President
Everest Group

Abhishek Sharma
Everest Group

Analyst Relations Newsletter Q3 2018: Key Highlights from Custom Research

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.

Analyst Relations Newsletter Q2 2018: Key Highlights from Custom Research

Key highlights from recent custom research projects by Everest Group

Case #1: How we advised a leading services provider to identify the addressable market opportunity and associated value prop in cloud-based F&A services

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:

  • Market demand (opportunity size, growth, buyer trends)
  • Competitive landscape (key players, offerings, approach, proposition)
  • Solution dynamics (process coverage, digital leverage, pricing trends

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.

Case #2: How we assisted a fast-growing back-office services provider to develop and execute a go-to-market strategy for an Accounts Payable (AP) services offering in Australia

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. 

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