Tag: GBS

How to Unlock the Full Value of Cloud | Webinar


How to Unlock the Full Value of Cloud

Access the on-demand webinar, delivered live on November 8, 2022.

The need for superior speed, agility, resiliency, and product innovation continues to push enterprises to adopt cloud solutions. To optimize their use of cloud and maximize benefits, enterprises are increasingly pushing industry-specific workloads to cloud to realize user experience and growth benefits.

In this webinar, our experts will discuss how enterprises can measure the value of cloud, the challenges enterprises face in realizing its benefits, and how to unlock its full potential to maximize efficiency.

What questions will the webinar answer for the participants?
• How are organizations measuring value from their cloud investments?
• What are some of the practices adopted by best-in-class organizations to realize value of cloud?
• What are the best strategies for deriving value from the cloud?

Who should attend?
• CIOs, CTOs, and CDOs
• IT and BPO department heads
• Sourcing leaders
• Strategy leaders
• GBS Leaders managing IT and BPO outsourcing contracts

Sundrani Ricky
Vice President
Ranjan Mukesh Refresh gray square 1
Vice President

Landlord’s Not a Dirty Word: Why It’s Time to Embrace a Hybrid Ownership GBS Model | Blog

Deborah Kops
Managing Principal, Sourcing Change
Executive Advisor, Everest Group

I’m a bit tired of hearing the GBS glitterati bash any model that isn’t 1) end-to-end, 2) integrated, 3) fully digital, or 4) delivers every applicable scope under the sun. This correlates with what folks think is “best” or “most mature,” forgetting that a good model for an enterprise may be whatever is possible to achieve at any point in time. And given unsettling economic and geopolitical considerations, it may be time to dust off that model we derisively call “landlord.”

It’s no time for orthodoxy, folks. As an architect, I was trained to think “less is more.” We may very well be at the juncture where cajoling other parts of the business into a lighter touch or “landlord” GBS operating model is the prudent thing to do for the enterprise, the business, and for the GBS operation.

So, we are all on the same page here. I looked up GBS landlord model. The normative definition for the GBS model is the central provision of facilities management, administrative services, HR services, metrics reporting, infrastructure, and often capabilities such as cross-functional collaboration, continuous improvement, program and change management in an offshore location while the business takes the delivery risk. All of the above are components of a multi-functional or integrated GBS model—sans the ownership of people, process, and sometimes technology.

Now I am not advocating that we discard years of hard graft after having moved mountains to give legitimacy to global process owners, arguing successfully for investment in digital, creating a single source of enterprise data, and—finally—delivering end-to-end. But I ask, does an enterprise business services platform only create value when it’s soup to nuts? Is eschewing a landlord model a mark of best practice and maturity? Why can’t a business tenant reap some of the value without ceding all control?

We think hybrid when it comes to effectively combining in-house and third-party delivery. Why not extend the definition of best practices to encompass more than actual process ownership—we deliver business outcomes, and we also help other parts of the enterprise become more efficient by leveraging the delivery model.

 Why should you consider embracing a hybrid ownership GBS model?

  • What the business may need now: If you are not sleepless about the challenges your enterprise—and by extension, your GBS—will face in 2023, you ought to be. Propping up margins through cost reduction will likely be the enterprise’s major obsession. Smart GBS leaders pivot away from a “my way or the highway” stance to give the business any relief possible and facilitate the offshoring of processes that provide near-term business benefit
  • Easier to implement; a quick win: Landlording as part of a hybrid GBS operating model may give new meaning to the concept of lift and shift. The tenant business will take care of restructuring, process documentation, knowledge capture, and resource design. All GBS has to do is play the role of good partner…and host
  • Leverages GBS infrastructure and capability: COVID sharply reduced facilities demand in service delivery locations. Why not leverage both assets– empty desks– and embedded capability—such as HR, IT, and others—to get a higher return and increase the utilization of a GBS hub?
  • Sets GBS up for additional scope: Think of a hybrid model as a less aggressive approach to expanding scope. Once GBS provides housing and services to a business function, the next logical step, assuming good performance—is a turnkey operation
  • Reduces risk: Often, in the play for scope, GBS organizations cast risk to the four winds. On paper, it’s conceptually great to extend the model to encompass the processes that underpin highly technical research and development, or critical engineering documentation, but if certain conditions are not in place, such as the right talent, controls/governance, process understanding, and business sponsorship, GBS can be looking in the face of potential failure. Unfortunately, failures have a knock-on effect, breaking trust and creating a situation where GBS scope unnecessarily contracts, setting the model back years
  • Absorbs cost: Transfer pricing charges—if it is part of the GBS funding protocol—are not static. Being able to spread the cost over a greater number of stakeholders gives relief, a great message in a recession
  • Eliminate perception of empire building: Looking around at the deconstruction of GBS models, certain trends repeat each other time after time. One of the most common is “too big, too fast.” When leadership, business conditions, or the enterprise operating model changes, GBS empires that are not hard-wired into the organization design are ripe for decimation. Who is going to argue that the GBS is too big when some of the scope comes from tenants? A hybrid owner/landlord model may be the perfect strategy to ensure GBS survivability and promote growth, and a win-win for the enterprise
  • Gives the business a try-before-buy: In a landlord model, the business does not have to go all-in immediately, but receives some of the benefit, giving GBS the opportunity to demonstrate the value of an ownership model. Success is a compelling advertisement

What functions are ripe to incorporate into a landlord model?

Deciding what functions suit landlording is critical to GBS success. It is not an excuse for the business to take back functions or processes as part of a power play, or because of a delivery fault. Remember, it is not a reset of the model, but rather an expansion.

  • Perceived as risky: If processes are perceived as too risky for a GBS to deliver, they probably are. Let the business take the risk
  • High technical knowledge: Not all delivery location management teams are equipped to recruit and retain the right delivery talent as part of a service level agreement. Landlording ascribes the responsibility to the tenant
  • Complicated processes: If the processes, including upstream and downstream, are tightly intertwined, stakeholder management attendant to a service delivery model can be a nightmare and a time sink
  • Overly regulated: GBS operations know their accounting, retention, and privacy requirements, but keeping up with more esoteric requirements may not be a good use of resources. Leave it to the business
  • Buyer not on board: Why fight a losing battle? Offer the buyer the opportunity to maintain control and reap some of the benefits of offshoring. Over time, when the value proposition is clear and sending it to GBS is a no-brainer, the conversion should be easier

Ensure you know the preconditions for success

Landlording is not a passive throw-it-over-the-fence-activity. While it is not as full-on as the ownership of process delivery, certain management mechanisms must be in place to make it work

  • Create and communicate business rules: Don’t play landlord if the greater value comes from traditional service delivery. Be clear with the business when the “for rent” sign is out, and when it’s not
  • Devise the right governance model: Ensure you have the right governance cadence and KPIs in place. Landlording is not a passive pursuit; formality and metrics are critical to success
  • Take time to sort SLAs: Landlording does not obviate the need for SLAs. There may be fewer of them, but as the saying goes, good fences make good neighbors. Work with your business partner to create an explicit set of agreements
  • Don’t forget stakeholder management: Managing a tenant can require the same level of stakeholder engagement as a service delivery model
  • Put model evolution on the table: Define success factors and gates in advance—just like a build-operate-transfer model, prompting the tenant to convert to a GBS ownership model when certain criteria are met

Truth be told, many GBS organizations are hiding the fact that they operate a hybrid ownership model because it’s not seen as evolved, mature, or leading. Leaders, it’s time to stop being sheepish, put your heads above the parapet and proudly proclaim: landlording is valid! We run a hybrid GBS operating model that creates enterprise value.

If you are interested in joining our collaborative virtual roundtable, GBS Leadership Exchange: The Most Effective Strategies to Address the Future of Work, reach out to request to join.

The Conference Board’s Global Business Services Conference | Event

In-person event

The Conference Board's Global Business Services Conference

October 27 - 28, 2022 |
Westin New York at Times Square | New York, NY

Everest Group is a lead sponsor of The Conference Board’s renowned Global Business Services Conference, which is scheduled to be held in New York on October 27-28, 2022.

We’ll be leading the following sessions:

GBS Reference Data: A New Decision Tool 

Kellogg Corporation and Everest Group will showcase a breakthrough approach for integrative, holistic, and science based GBS decision making. At the heart of this approach is the concept that making GBS decisions requires starting with the “work” and using the attributes of the work (“work fingerprints”) to drive decisions based on data and facts, vs. heuristics and instinct. This thought-provoking session will expose GBS leaders to several use-cases where the Kellogg GBS team leveraged work fingerprints to drive integrated and often counter-intuitive decisions.

Presenters: Jimit Arora, Partner, Everest Group,  Deanna Adler, Vice President, Global Business Services, Kellogg Company, and Krisha Akerman, Senior Director, Strategic Planning and Network Development – Global Business Services, Kellogg Company

Center of Excellence: Up the Value Chain

Presenter: Rohitashwa Aggarwal, Vice President, Everest Group

Building Centers of Excellence (CoEs) has become an imperative for global business service (GBS) organizations and is critical to develop distinctive high-value capabilities, enable cross-functional collaboration, and increase value delivered beyond labor arbitrage.

In this session, Everest Group will share findings from its research of 100+ GBS organizations globally covering approaches to develop successful CoEs. Rohitashwa will also discuss ideas and break down the components of an effective CoE, examining its role, focus areas, governance mechanisms, typical challenges, market success stories, and steps GBS leaders need to take to build a successful CoE.

We’ll also share our playbook, which identifies the steps and framework necessary to build strategic CoEs in GBS organizations.

Event page: https://www.conference-board.org/events/globalbusinessservices

GBS Leadership Exchange: GBS Capabilities Powering the Insurance Enterprise of the Future | Virtual Roundtable

GBS Leadership Exchange | Invitation-Only Event

GBS Capabilities Powering the Insurance Enterprise of the Future

Oct 20, 2022 |
8:30 AM EDT | 6 PM IST

Insurance global business services (GBS) organizations are heavily leveraging the GBS model to deliver innovative capabilities and build competencies that help drive enterprise-wide change and automation. However, many are still viewed as scaled, low-cost service delivery organizations lacking in integrated IT and operations abilities.

Join this virtual roundtable as Rohitashwa Aggarwal, VP, and Nikhil Malhotra, Practice Director, discuss how insurance GBS organizations can ramp up the value delivered to insurance enterprises and accelerate the CEO agenda with advanced IT and operations solutions.

As a group, we’ll examine the key focus areas, pain points, success factors, and investment areas for insurance GBS organizations going into 2023 and beyond.

What you will take away

In this collaborative session, you’ll come away with new insights from our experts and your peers, such as:

  • Priority areas for insurance GBS leaders going into 2023
  • Key challenges / pain-points
  • Investment areas and success factors
  • Success stories from peer practitioners

Who should attend?

  • GBS CXOs and VPs
  • GBS/GIC/GCC site leaders
  • GBS/GIC/GCC strategy leaders


Virtual Roundtable Guidelines

This event is available to our GBS Leadership Exchange members only. The only price of admission is participation. Attendees should be prepared to share their experiences and be willing to engage in discourse.

Participation is limited to enterprises (no service providers), and Everest Group must approve each attendance request to ensure an appropriate size and mix of participants. The sessions are 90 minutes in duration and include introductions, a short presentation, and a facilitated discussion.


Rohitashwa Aggarwal gray square e1596571079548
Rohitashwa Aggarwal
Vice President
Malhotra Nikhil
Nikhil Malhotra
Practice Director

GBS Leadership Exchange: “More is Better” | Location and Sourcing Strategy for BFS GBS | Virtual Roundtable

GBS Leadership Exchange | Invitation-Only Event

"More is Better" | Location and Sourcing Strategy for BFS GBS

September 22, 2022 |
8:30 AM EDT | 6 PM IST

Banking and Financial Services (BFS) companies have led the market when it comes to GBS model adoption. However, external market conditions, including the geopolitical environment, great resignation, talent shortage, and inflationary pressures have made finding talent and achieving enterprises’ growth aspirations a struggle for BFS GBS organizations.

To meet the surge in demand for talent, BFS GBS organizations are expanding their locations and sourcing portfolios with a “more is better” approach by searching out various talent supply models and locations across offshore, nearshore, and onshore geographies.

Join our exclusive GBS Leadership Exchange virtual roundtable, “More is Better” | Location and Sourcing Strategy for BFS GBS, on Thursday, September 22, 20228:30-10 am EDT / 6-7:30 pm IST.

What you will take away

In this collaborative session, you’ll come away with new insights from our experts and your peers as you exchange perspectives on locations and sourcing strategies, including:

  • How BFS GBS peers are responding to the “systems of growth” thinking, especially in a tough talent market
  • How location strategies are evolving to achieve desired growth
  • How global events are shaping the location strategies of BFS GBS peers
  • How sourcing strategies are being optimized to meet cost savings, growth, and innovation targets
  • Which areas – technology or operations – are seeing the most changes, and how fast are these changes being implemented

Who should attend?

  • GBS leaders
  • GBS strategy leaders
  • GBS site leaders
  • GBS workforce strategy leaders

Virtual Roundtable Guidelines

This event is available to our GBS Leadership Exchange members only. The only price of admission is participation. Attendees should be prepared to share their experiences and be willing to engage in discourse.

Participation is limited to enterprises (no service providers), and Everest Group must approve each attendance request to ensure an appropriate size and mix of participants. The sessions are 90 minutes in duration and include introductions, a short presentation, and a facilitated discussion.

Sakshi Garg
Sakshi Garg
Vice President
Piyush Dubey 1
Piyush Dubey
Practice Director

Clinton Global Initiative – 2022 Meeting | Event


Clinton Global Initiative | 2022 Meeting

September 19-20, 2022 |
New York, NY

Everest Group’s Rita N. Soni, Principal Analyst for Impact Sourcing and Sustainability, will contribute sustainability learning to the Clinton Global Initiative meeting on September 19-20 in New York City.

This two-day event will spotlight challenges of global proportion, like inclusive economic recovery and growth. The platform aims to bring together global and emerging leaders from heads of states to social justice warriors to industry stalwarts in order to take collaborative action and address the world’s most pressing challenges.

Rita will be working alongside colleagues and global stakeholders to discuss impact sourcing, the potential it provides to companies and underserved communities around the world, and initiatives to help companies incorporate impact sourcing into their business models

Rita N. Soni
Principal Analyst for Impact Sourcing and Sustainability
Everest Group

Conversations with Leaders – Episode 3 | LinkedIn Live

LinkedIn Live

Conversations with Leaders | Who Are the Top GBS Employers? | Episode 3

View the event on LinkedIn, which was delivered live on Thursday, September 15, 2022. 

Our Conversations with Leaders LinkedIn Live series, a part of Everest Group’s GBS Leadership Exchange, features GBS executives who have shown significant leadership and innovation in GBS.🌍

📢Watch this LinkedIn Live to learn from the peer-to-peer discussions on the transformative journeys – including the challenges and rewards – renowned leaders are undertaking in the GBS space.

Episode 3 | Who Are the Top GBS Employers?

🎤In this episode, Everest Group’s Rohitashwa Aggarwal sat down with Shweta Mohanty of SAP, India, Tarun Sareen of Sun Life Financial, and Nitin Gupta of Mondelez to discuss Everest Group’s inaugural analysis of the Top GBS Employers™ in India, the Philippines, and Poland and what the top GBS employers are doing to set themselves apart.

The speakers will explore how best-in-class firms stand out in the market, sharing critical insights into what today’s GBS workforce truly wants and what potential employers might be overlooking.

Our speakers will discuss:
✅Who are the top GBS employers across India, the Philippines, and Poland?
✅What makes the best employers stand out?
✅What helps attract top tech talent?

Download The Top GBS Employers™ in 2022 report.

Meet the Presenters

Shweta pic scaled e1661445009992
Shweta Mohanty
VP – Head of HR
SAP, India
Nitin Gupta
Mondelez International
Tarun Sareen Picture e1662732708910
Mr. Tarun Sareen
Managing Director, Asia Service Centres
Sun Life Financial

Metaverse Trends that Can Redefine the Hybrid Work Model | Blog

The metaverse offers promise to reinvent hybrid models by balancing remote work with social connections formed between avatar versions of employees in a virtual world. This emerging model holds the potential to enhance team collaboration, accelerate learning, and spark creativity. Learn the latest metaverse trends to watch in this blog.

Hybrid work environments – the answer to many of the issues of remote working experienced during the pandemic – have increasingly been adopted by global enterprises in all industries to offer work flexibility along with in-person collaboration employees desire.

Now the metaverse can take hybrid work into its next evolution – bringing together the advantages of the work-from-home environment with the social connections, teamwork, and fun of the virtual world.

In this exciting next phase, employees will work in a persistent immersive mega virtual smart space akin to a universe where people have seamless digital experiences that can extend to the real world.

Employees with 3D avatars of themselves will inhabit virtual office spaces to meet and collaborate with their teams remotely without feeling distant. Many metaverse solutions for the workplace, like Microsoft Mesh, NextMeet, and Meta’s Horizon Workrooms are already gaining popularity for work meetings.

Metaverse advantages in a hybrid work model

When operating in the metaverse, organizations reap all the benefits of remote work, including reduced operational costs for real estate and facility maintenance. Here are some of the other key benefits:

  • Enhanced learning and development – Through virtual learning, the metaverse can enable better collaboration, enhance learning outcomes, and improve employee training
  • Improved attrition and talent – The metaverse can reverse the rising attrition rates many companies experience when returning to in-office work by employees who leave because they prefer remote work. With metaverse, companies can differentiate their employee value proposition around collaboration and relaxation activities, resulting in better retention.

Organizations can deploy metaverse applications throughout the employee lifecycle, including attracting talent by distinguishing themselves, developing skills through virtual training, and engaging employees so they stay with the company

  • Better collaboration across geographies – As metaverse adoption increases, organizations will be able to further distribute employees geographically. Tasks like design work, planning, and strategizing that require teamwork and are difficult to perform in regular virtual modes can be done more effectively with creative virtual tools within the metaverse. This will enable increased talent sourcing for strategic roles from tier-2 and tier-3 cities as the metaverse diminishes the barriers to effective collaboration across geographies
  • Greater work-life boundaries – Metaverse can overcome remote workers’ top concerns of feeling isolated, having limited social interactions with coworkers, and lacking boundaries between work and personal time.

 A fully immersive metaverse environment functions exactly like an office space where employees can have the impromptu interactions needed to build a shared organizational culture. When working in the metaverse, employees work in different environments than their homes, providing a barrier between jobs and leisure

Challenges to the metaverse in hybrid work

The metaverse will have some challenges to overcome and these include:

  • Higher initial investment – Operating within the metaverse requires a high initial investment for developing metaverse platforms and procuring hardware. The low maturity of technology and hardware required is an obstacle to large-scale commercial adoption
  • Employee stress – Working in the metaverse for long hours is strenuous for employees who can feel fatigued and lose their sense of reality. Another employee concern is digital privacy and security
  • Graphic limitations – The metaverse technology available today only supports cartoonish avatars that do not look realistic or show human emotions, significantly limiting the effective expression of thoughts and non-verbal cues

Metaverse outlook

Most organizations are following a wait-and-watch approach when formulating internal and external metaverse strategies as most metaverse solutions offered today are in their initial development stages.

Widespread metaverse platform adoption is likely to take a few years because the infrastructure, applications, and computing power requirements for a very immersive metaverse experience are not yet available on a deployable scale. However, the metaverse offers an enticing value proposition that should be closely watched.

To discuss metaverse trends and their impact on the hybrid work model, contact [email protected], [email protected], and [email protected].

You can also view our LinkedIn Live event, Trust and Safety (T&S) in the Metaverse | With Great Power Comes Great Responsibility.

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