Life Sciences
The convergence of IT and Operational Technology (OT) profoundly impacts the OT security landscape, enhancing operational efficiency while introducing vulnerabilities as traditional OT systems integrate with IT networks. Industries recognize the need to protect operational technology systems from escalating cyber threats, leading to a surge in demand for OT security. High-profile attacks on critical infrastructure drive investment in OT security solutions to ensure the integrity, availability, and resilience of essential operations.
As a result, organizations are increasingly investing in OT security measures, including network security, advanced asset visibility, threat detection, incident response plans, and risk and vulnerability management, to protect critical infrastructure and minimize cyber risks while embracing the benefits of IT/OT convergence. Technology providers are investing in next-generation themes in the OT security landscape, including AI-driven threat detection, integration of behavioral analytics, and robust cloud-based solutions. Supply chain security and collaborative information sharing are also on the rise, strengthening critical infrastructure protection and enhancing OT cybersecurity in the face of evolving threats. Technology providers are actively developing industry-specific OT security solutions for sectors such as energy, manufacturing, and healthcare. These solutions effectively address threats specific to each sector, ensure compliance with industry regulations, and maintain operational continuity. This approach offers a comprehensive and customized solution to safeguard critical infrastructure and industrial control systems. The OT security sector is actively pursuing enhanced capabilities and building a strong partnership ecosystem to combat the escalating cyber threats within OT environments.
In this report, we examine:
Scope
The PEAK Matrix® provides an objective, data-driven assessment of service and technology providers based on their overall capability and market impact across different global services markets, classifying them into three categories: Leaders, Major Contenders, and Aspirants.
Amid the rapidly evolving technology landscape, enterprises face a primary challenge: the shortage of talent equipped with next-generation skills as they advance in their digital transformation endeavors. This challenge is further exacerbated by the shortening half-lives of skills and higher attrition rate in emerging skills within organizations. To address this challenge, enterprises are seeking IT service providers that have implemented robust talent development and management strategies. These strategies strive to acquire, nurture, and sustain a high-quality, productive, multi-skilled, and diverse workforce to meet evolving talent needs.
IT service providers are responding by investing in in-house talent development to gain a competitive edge and enhance their talent value proposition. Beyond traditional methods, they are exploring multiple innovative methods and incorporating themes related to the future of work in their talent development and management strategies. The goal is to develop and sustain a comprehensive portfolio of diverse resources equipped with next-generation skills.
In this report, we:
Scope
The PEAK Matrix® provides an objective, data-driven assessment of service and technology providers based on their overall capability and market impact across different global services markets, classifying them into three categories: Leaders, Major Contenders, and Aspirants.
As the global MedTech industry gradually recovers from the disruption caused by COVID-19, it confronts various new challenges, including changing consumer preferences, staffing shortages, supply chain disruptions due to geopolitical tensions, and evolving regulatory frameworks and standards across different markets. Additionally, the surge in interest in generative AI and advanced technologies, such as wearables, digital therapeutics, and medical robots, is compelling providers to expand their digital portfolio.
To effectively address the evolving enterprise needs, providers are adopting a personalized approach and revamping their offerings across the MedTech operations value chain. They are investing in numerous avenues, such as providing data-driven insights for manufacturing patient-friendly devices, enhancing their advanced analytics capabilities for supply chain efficiencies, ensuring constant and timely adherence to changing regulations, and developing effective launch strategies amid the competitive environment. These investments aim to keep pace with the rapidly evolving needs of the market.
This report features 15 BPS provider profiles and includes:
Scope
The PEAK Matrix® provides an objective, data-driven assessment of service and technology providers based on their overall capability and market impact across different global services markets, classifying them into three categories: Leaders, Major Contenders, and Aspirants.
Revenue Cycle Management (RCM) platforms automate financial processes in the healthcare industry. These platforms optimize the revenue cycle, from patient registration and appointment scheduling to the final bill payment. Healthcare organizations are increasingly evaluating RCM platform providers based on the functionalities, features, and technical support they provide. Solutions such as patient engagement, denial management, and medical coding are in demand as healthcare providers are expected to continue prioritizing solutions that not only address current challenges but also provide flexibility for future developments in the healthcare landscape.
In this report, we:
Scope
The PEAK Matrix® provides an objective, data-driven assessment of service and technology providers based on their overall capability and market impact across different global services markets, classifying them into three categories: Leaders, Major Contenders, and Aspirants.
Patient Engagement Platforms
Patient Engagement Platforms
Everest Group’s Strategic Engagement Reviews (SERs) reveal several key trends that hinder enterprises from realizing maximum value from business process services (BPS) contracts. As enterprises rethink their outsourcing strategies, reevaluate current contracts, and rebalance work, these findings are highly relevant. Read on for insights into the research.
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Recently, when reading the Aesop fable The Tortoise and the Hare to my toddler niece, I was struck by its resemblance to the current state of outsourcing engagements. During the pandemic, service providers were in emergency mode to ensure business continuity for their clients, which increased satisfaction scores in 2021. However, providers faltered in maintaining the same momentum going into 2022 during the period of the Great Resignation. Providers were not prepared for the sudden large-scale attrition in the services industry, resulting in inconsistent service delivery quality and, consequently, impacting client satisfaction.
Fast forward to today, we see the recent banking collapse already casting a haze over the business landscape. As the saying goes, “Where there’s smoke, there’s fire.” Enterprises are investing more cautiously, given the current cost pressures along with fears of an economic slowdown and uncertainty. With every dollar being scrutinized, enterprises are rethinking their outsourcing strategies and evaluating the value realized from their outsourcing engagements. Let’s explore this further.
Over the past year, Everest Group has supported many leading enterprises in evaluating their outsourcing contracts across different functional areas and benchmarking them against industry standards by leveraging our proprietary Strategic Engagement Review (SER) framework. The framework enables 360-degree assessment of outsourcing engagements with analysis across various dimensions, including solutions, pricing, contract terms, provider delivery and performance, and transformation.
While most of these contracts remain operational with transactional/tactical processes, outsourcing complex and upstream work has increased. We also observed the scope is expanding into adjacent and/or non-traditional areas such as risk management and compliance and environmental, social, and governance (ESG). These advancements are the result of joint efforts by enterprises welcoming providers as strategic partners and providers building robust capabilities to support the judgment-intensive processes.
While benchmarking commercials remains a high priority for enterprises, the focus is shifting to understanding how to enhance the value from outsourcing engagements (beyond cost) and transform operations through best practices and digital adoption.
Below are a few observations from these engagements:
Indeed, performance dashboards tracking Service Level Agreements (SLAs) look as green as the proverbial “grass on the other side,” but the reality is not as rosy for a myriad of reasons. This phenomenon is often called the “watermelon effect.” Much like a watermelon that is smooth and green on the outside, hiding a red core, service metrics can be on target on the surface, but underneath, they may indicate poor service delivery and enterprise dissatisfaction.
Unclear communication regarding outcomes that lead to contract value leakage is the primary reason for this occurring. With the focus on client-centricity and winning deals, providers often commit to almost all client demands without properly clarifying how the “value gains” will be achieved. This leads to incongruity between the implementation and the client’s vision. For instance, productivity gains can be achieved either through digital resources or full-time equivalents (FTEs). Failing to mention these intricacies often results in difficulty in agreeing on the realized value after the implementation.
Aligning on well-defined outcomes won’t necessarily lead to maximum value realization without identifying and tracking the right metrics to govern the service delivery quality. We often find contractual SLAs that measure activity and workflow steps without aligning with the strategic business outcomes. Measuring irrelevant metrics may dilute the service level credit mechanism, which determines the provider’s fees tied to SLAs.
The holy grail for measuring outcomes and avoiding excess provider payouts is tracking relevant metrics that truly represent the end business goal. For example, if the goal is process standardization, then operational metrics such as payment processing accuracy might be relevant. For more mature organizations looking for large-scale transformation for topline improvement, outcome-oriented metrics, such as Days Sales Outstanding (DSO) could be better.
Enterprises often are dissatisfied with providers’ lack of proactiveness in bringing in innovation for transformation. This stems from the prevalence of the typical time-and-value commercial construct, which doesn’t incentivize the provider to exceed contractual commitments.
By embracing a gain-sharing pricing model that incentivizes providers to bring in more value-adds, enterprises can ensure providers have skin in the game. This approach not only fosters collaboration between the provider and enterprise but also builds an alliance as both parties work hand-in-hand towards a common goal. Moreover, this strategy further establishes the pathway for improved trust within the relationship, which is essential for the provider to act as a strategic partner.
To draw a parallel about these engagements, a contract is like two rowers wading a boat through a turbulent river – it takes joint efforts to row through the perilous journey to reach the shore safely! Likewise, the onus of creating a sustaining long-term outsourcing relationship with maximum value realization lies with both the provider and the enterprise.
While the lift-shift-fix transformation model appears to be the most prevalent, there are profound reasons more mature transformation models are not being implemented. Although enterprises want providers to proactively pitch their technology solutions, the reality is that the willingness to embrace these contributions is limited! The reason enterprises are reluctant to adopt provider technology beyond point solutions is simply because this typically entails heavy provider ownership of the technology infrastructure. Consequently, enterprises want to avoid operational dependency that might increase future switching or termination costs.
On the other side, we also see providers being a bit risk-averse about challenging the in-house enterprise technology landscape to maintain good relationships with their clients by avoiding ruffling the features of the enterprise infrastructure!
While this type of arrangement minimizes provider intervention and operational dependency, it also limits cost efficiencies and business value that comes from leveraging provider technology. True value realization from outsourcing engagements will be achieved when enterprises provide more ownership of processes, visibility into organizational data, and greater flexibility to operationalize providers’ transformation initiatives. Concurrently, providers need to outline a clear transformation roadmap for enterprises, enabling them to visualize their journey ahead.
The change management aspect of resources is often underestimated in outsourcing relationships. Enterprises report that poor change management initiatives from providers can lead to disgruntled employees, resulting in employee attrition that indirectly affects the outsourcing project quality. Therefore, it is important to take a more proactive and structured approach to increase employee engagement and productivity in the outsourced service function, rather than approaching change management reactively and on an ad hoc basis.
As enterprises plan for renewed growth, it will be intriguing to see how the outsourcing landscape evolves amidst the anticipated geopolitical unrest and recessionary environment. Some questions we’ll be following are: Will organizations need to rebalance work? Will increased provider rates challenge the cost advantages of outsourcing? Will large-scale transformation initiatives take a back seat to increased demand for short-time-to-value products in the near term?
To benchmark your current outsourcing contract, contact Everest Group. For more information, reach out to Prateek Singh, Practice Director, BPS, and Asmita Das, Senior Analyst, BPS.
Join our webinar, Key Issues 2024: Creating Accelerated Value in a Dynamic World, to discover insights into the current perspectives of IT-BP industry leaders and the major concerns, expectations, and trends for 2024.
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