Category: Uncategorized

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.

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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.

Analyst Relations Newsletter Q1 2017 | Key Highlights from Custom Research

Key highlights from three recent custom research projects by Everest Group:

Case #1: Everest Group helped one of the largest healthcare services organizations develop its value proposition for a hyper cost take out initiative for the heal2) thcare payer market 

A leading healthcare services organization wanted to create a value proposition of cost reduction for its healthcare payer go-to-market approach. It also wanted Everest Group to prioritize a set of payers accounts to determine their favorability towards its value proposition.

Everest Group solution: Everest Group used a mix of primary and secondary research in addition to in-house SME input to create a value proposition of cost reduction in the healthcare payer space. Everest Group created thought leadership content to create awareness about a hyper cost takeout initiative that build potential cost models of taking an as-a-service approach for the entire IT + operations stack. To determine favorability, Everest Group analyzed 20+ accounts on parameters such as financial health, technical debt, outsourcing maturity, and CXO focus. Based on these parameters, Everest Group created a scoring model to build an account prioritization list for the services firm to focus on

Case #2: Everest Group helped a global IT services player to develop a thought leadership framework that establishes enablers of innovation in application services and create thought leadership content assets

A leading global IT services player sought Everest Group’s help in doing the following:

  • Develop a thought leadership framework that establishes enablers of innovation in Application Services (AS)
  • Validating the competitive advantage created by it’s innovation DNA for application services
  • Develop objective thought leadership content asset(s) used by the IT player with external / internal audiences

Everest Group solution: Everest Group conducted focused market research with over 100 senior applications services executives (including CxOs) in North America to achieve the following objectives:

  • Validate the relative importance of the different enablers of innovation
  • Understand perceptions regarding the ability of different service providers to deliver innovation
  • Analyze the player and its leading competitors against the attributes defined in the innovation framework

Case #3: Everest Group helped a global insurance provider identify contact center outsourcing (CCO) service provider portfolio optimization opportunities

The client is a global provider of consumer insurance products, with customers and operations in all major geographies of the world and across dozens of countries. In an effort to optimize spend and achieve a strategic model that will support future business needs, the client asked Everest Group to map a set of possible CCO providers that could fulfill the client’s business and operational goals, both currently and in the future.

Our approach: Everest Group conducted a two-phase study, where the first phase sought to understand the client’s current operational footprint and provided a consolidated inside-out view of the client’s global CCO activities. This phase also allowed Everest Group to develop a detailed understanding of the client’s business requirements and customer support needs. In the second phase a careful screening of possible CCO providers was developed based on the learning from phase one, and the forward-looking perspective of how the client’s business realities might change.

Benefits to the client: Key outcomes from the project included a clarified view for the client of their own operations and spending profile, identification of possible best-fit CCO providers, and intelligence on the evolving CCO market that could benefit their own operations going forward. The client is now well-equipped to develop their own RFP for obtaining CCO services from the market.

Everest Group Special Coverage: Is banking industry optimism at risk of being trumped by delivery model impacts? — On-Demand | Webinar

Thursday, February 23rd, 2017 | 9 a.m. CST, 10 a.m. EST, 3 p.m. BST, 8:30 p.m. IST

The banking industry is optimistic about the Trump administration’s policy announcements thus far. HOWEVER, the downsides of these potential changes—particularly as they relate to global service delivery models—must not be ignored. Join this webinar to hear Everest Group’s perspective on how these and other growing protectionist policies will impact your operational strategy.

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In this one-hour webinar we’ll cover:

  • Trump’s statements on US job protection and what it could mean for the banking industry’s significant use of offshore labor
  • The proposed visa reforms and border restrictions and their impact on access to skilled technical resources at a cost-effective rate
  • The impact of talent scarcity on the ability for banks to compete in the ever more technology-driven arena of banking innovation
  • Other risks we are monitoring, including:
    • Trade protectionism’s impact on the US economy
    • Corporations’ ability to move resources internationally
    • Tightening of foreign ownership rules

Todd Hintze, Managing Partner – Everest Group
Mark Lade, Associate Partner – Everest Group

Who should attend?

  • Enterprises: C-level executives, VPs, banking leaders and decision-makers who need to stay on top of the changing political landscape as they plan future strategies
  • Service Providers: C-level executives and VPs looking for insights to help them build service delivery strategies
  • Anyone who depends on key IT and business process services industry insights as part of his/her strategic role

Nearly Half of All Sourcing Investments Leave Enterprises Unsatisfied | Press Release

But in performance rankings, TCS, Cognizant, HCL, Accenture and L&T Infotech are honored for creating best ‘overall experience’ for clients

Despite large-scale investments by service providers, 48 percent of enterprises surveyed by Everest Group are not satisfied with their service provider’s performance. In particular, service providers are performing poorly as “strategic partners” for enterprises and score an average rating of five on a scale of one to ten.

There are also significant gaps in enterprises’ expectations and service providers’ performance with respect to innovation, creative engagement models and day-to-day project management.

“Most service providers are perceived to be technically competent, but technical expertise and domain expertise are considered ‘table stakes’ by enterprises across industries,” said Chirajeet Sengupta, partner at Everest Group.  “Enterprises now expect their service providers to move beyond day-to-day delivery and focus on larger strategic business issues. Unfortunately, service providers still have a long way to go to meaningfully engage clients and become strategic partners, and that is a significant concern for the industry. This research signals the wake-up call and offers service providers guidance on how to strategize their engagement approach and prioritize investments to meet mounting customer expectations.”

In general, enterprises believe that mid- and small-sized service providers bring considerably more innovation and engagement flexibility than their larger counterparts. In fact, enterprises believe some large service providers have become lethargic and complacent and are indifferent to client requirements.

In contrast to these sentiments, five predominantly large service providers received the honor of creating the best “overall experience” for clients, based on client commentary and weighted aggregate ratings given by interviewed enterprises on key assessment dimensions.

  • Accenture: Accenture is perceived to bring market-leading domain expertise to solve complex problems and drive business outcomes.
  • Cognizant: Clients appreciate Cognizant’s approach to becoming their strategic partner as well as its flexibility in commercial constructs.
  • HCL: HCL is perceived to be extremely flexible in commercial models and strong in retaining key talent in its client accounts.
  • L&T Infotech: L&T Infotech is perceived to provide strong commercial flexibility as well as domain competence in the specific industries it operates in.
  • Tata Consultancy Services: Enterprises appreciate TCS’s technical capabilities and initiatives to drive strategic partnership with clients.

These results and other findings are explored in a recently published Everest Group report: “Customer (Dis)Satisfaction: Why Are Enterprises Unhappy with Their Service Providers?” The research summarizes over 130 interviews conducted with enterprises across the globe regarding the capabilities of their service providers with respect to applications, digital, cloud and infrastructure services. The report also details the technology investment priorities of enterprises and opportunity areas for service providers.

***Download Complimentary High-Resolution Graphics***

Key takeaways from the research findings are summarized in a set of high-resolution graphics available for complimentary download here. The graphics may be included in news coverage, with attribution to Everest Group.

The graphics include:

  • (I Can’t Get No) Satisfaction: Nearly half of all enterprises are dissatisfied with their IT service providers
  • Enterprises’ technology investment priorities largely focused on innovation
  • IT service delivery: performance versus value
  • Size matters in selecting an IT services provider
  • The top 5 IT services providers

Request a briefing with our experts to discuss the 2022 key issues presented in our 12 days of insights.

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