Tag: SOVM-COVID-19

Managing Risk in Services Sourcing | Virtual Roundtable

90-minute virtual roundtable on Wednesday, June 10, 2020, 11:00 a.m. - 12:30 p.m. ET Request to Attend The COVID-19 crisis has forced organizations to reevaluate risks across locations and the supply base. Do you know where to start? In this interactive session, we will discuss common risks in services sourcing across locations and service providers. We will cover tactics to measure and mitigate risk. Topics will include changes in approach to risk management during the COVID-19 pandemic.

Who should attend

Global services, procurement, VMO and outsourcing executives of enterprises wishing to learn more about locations and service provider risk management in services sourcing.

What will you learn

This session will help participants consider options to broaden their monitoring and mitigation activities related to location and service provider risk, and share experiences to date.

Virtual roundtable hosts

Amy Fong Vice President Sakshi Garg Vice President

Virtual roundtable guidelines

While there is no charge for these sessions, the price of admission is participation. These sessions are most successful when all attendees are prepared to share their experiences with colleagues at other enterprises. In support of this objective, participation is limited to senior executives within enterprises (no service providers), and each attendance request must be approved by Everest Group to ensure an appropriate size and mix of participants. The 90-minute session includes introductions, a short presentation, and 60 minutes of facilitated discussion. Request to Attend

Disturbing Business Trend From COVID-19 Crisis | Blog

I’m speaking with company leaders in many industries as they grapple with the COVID-19 pandemic and global economic crisis. For the most part, they focus on getting essential services up and running and understanding the implications of their workforce working from home. When we step back and view progress to date, consider the enormity of the challenge. Millions of people now work from home, thanks to an intricate web of ecosystems. We’re still able to access our banks and conduct business. We’re still able to use credit cards. We’re still able to buy groceries. Read my blog on Forbes

How to Triage Your Outsourcing Services | Supply Chain Crisis Group | On-Demand Webinar

  Coronavirus has truly devastated the world. The number of casualties is increasing week over week, the whole world is reeling under lockdown, a deep global economic recession is looming large, and the list (unfortunately) goes on. Now is, more than ever, the time for innovative ideas and collective solutions. It’s not the cause of the disruption that matters, but how you respond. Everest Group has teamed up with Procurious to pinpoint what can be done about this crisis – not only from your business’ perspective, but also through the lens of your outsourced service providers. Register for this Supply Chain Crisis group

Presenters

Michel Janssen - Chief Research Officer, Everest Group Amy Fong - Vice President, Everest Group Abhishek Singh - Vice President, Everest Group Helen Mackenzie - Principal Advisor, Procurious Register for this Supply Chain Crisis group

Customer Experience During COVID-19 | Blog

This is one blog of many that explore a range of topics related to COVID-19 issues and will naturally evolve as events unfold and facts reveal themselves. The blogs are in no way intended to provide scientific or health expertise, but rather focus on the implications and options for service delivery organizations. These insights are based on our ongoing interactions with organizations operating in impacted areas, our expertise in global service delivery, and our previous experience with clients facing challenges from the SARS, MERS, and Zika viruses, as well as other unique risk situations. Every day, new and more rigid social distancing and quarantining measures are put in place to address growing global concerns over COVID-19. The rising number of people under lockdown around the world is leading to huge shifts in customer demand, behavior, and expectations. Some industries are being hit harder than others. For example, travel and hospitality is struggling with huge drops in revenue while trying to meet skyrocketing customer service demands for cancellations and date changes. Demand for luxury goods is declining as consumers cut back their consumption. E-commerce is booming with in-store shoppers moving to home delivery. Supply chains are under pressure, and healthcare is transforming with increasing adoption of telemedicine. Near the end of 2019, we conducted a market survey on key enterprise issues and enterprises’ global services plans for 2020. As you see, survey participants believed customer experience (CX) would be their top priority investment area even if the economy weakened. The top investment priority for enterprises is customer experience – even in an economic downturn It’s true that the severity and impact of COVID-19 is higher than what organizations expected when they thought about a possible economic downturn. But we believe that enterprises that continue to focus on their customers and invest in CX have an opportunity to emerge after this crisis abates with a running start. And one of the key levers they should pull to help satisfy their customers’ needs and expectations is their customer-facing talent.

Work-at-home agents

With the health and safety of the agent workforce top of mind, organizations and their contact center leaders, across industries and geographies, are leveraging the work-at-home agent (WAHA) model as an immediate response to the COVID-19 crisis. Social isolation edicts mean that agents can no longer report to work at brick and mortar centers, so enterprises and service providers alike are scrambling to ramp up their work-at-home capacities, asking their existing brick and mortar agents to keep the lights on by working from home. Understandably, they’re facing multiple challenges while ramping up, including procuring laptops and headsets, moving desktop computers from centers to agents’ homes, ensuring security and compliance measures, and training and upskilling agents for a work-at-home environment. Enterprises and contact center providers that are outperforming their peers in transitioning their agent workforce to a work-at-home model are excelling in three areas:
  • Level of preparedness: Organizations with experience and protocols around WAHA operations, access to prospective agents, and requisite technologies have been able to cope with the transition better than others
  • Foresight and planning: Organizations that reviewed the COVID-19 outbreak statistics regularly and worked with their partners to understand agent availability, technology, and environmental constraints were much better positioned to react appropriately and plan for the transition
  • Speed of execution: Organizations that have been able to make the swift decision to migrate to a work-at-home delivery model (even if the model did not exist in their business previously), work with government agencies to obtain necessary sign-offs and waivers, and develop out-of-the-box solutions to challenges during the transition have had greater success in delivering CX consistently during these uncertain times

Accessing more talent

Organizations may well need more agents to help them deliver the best CX during this pandemic. And because the economic downturn is displacing a lot of people, particularly in service-oriented jobs, there’s an opportunity to access a large pool of newly available talent. This gig economy-oriented model matches the needs of millennial customers and employees who are digitally-savvy and belong to the ”anywhere, anytime” philosophy toward which the world seems to be moving rapidly. While global economies are grinding to a halt, some businesses will come out of this crisis better than others. During this period of extreme uncertainty, companies that take speedy action to adopt flexible staffing models and shift to newer ways of working are more likely to succeed. In subsequent blogs, we’ll be discussing other levers that organizations need to adopt to drive sustained success, such as digital channels, self-service, and chatbot solutions. In the meantime, take a look at a replay of our recent webinar “Coronavirus – Beyond Hand Sanitizer: Mitigating Business Impact and Uncovering the Positive.” Visit our COVID-19 resource center to access all our COVD-19 related insights.

Covid-19 Propels Healthcare Providers to Accelerate Shift to Telehealth and Digital-First Models—Everest Group | Press Release

Surge in telehealth necessitates investments in analytics, automation, IoT, and cloud infrastructure to enable distributed and scalable care models Healthcare providers, historically slow to pursue digital transformation, are being forced to jump on the digital bandwagon. According to Everest Group, the surge in telehealth to meet the demands being placed on the healthcare ecosystem by COVID-19 will accelerate healthcare providers’ investment in digital technologies. Prior to the coronavirus pandemic, Everest Group predicted that healthcare providers would increase spending on digital IT services by more than 15% by 2025. The firm now expects higher investment and a shorter timeline. “The digital adoption levels in the healthcare provider market had been relatively low, but healthcare response to COVID-19 will accelerate digital adoption,” said Chunky Satija, practice director at Everest Group. “The pandemic is a forcing function, necessitating that healthcare providers future-proof their technology estate—led by investment in analytics, automation, IoT, and cloud infrastructure—to enable distributed and scalable care models such as telehealth and telemedicine.” Healthcare providers historically have been mired down by their legacy and disintegrated IT systems and by regulations that have had the unfortunate consequence of incentivizing them to maintain the status quo. But that’s not an option anymore, particularly as healthcare providers scramble to meet the unprecedented needs of a world disrupted by the COVID-19 pandemic. Today’s new models of healthcare delivery, including telemedicine and telehealth, offer great potential for enabling remote healthcare management and better access to care, both during the current crisis and henceforth. However, these new models of care delivery require more widespread digital adoption. Automation, analytics and IoT are the biggest areas of opportunity. Other opportunities likely to emerge in the healthcare provider space in 2020 include the following:
  • Data monetization. The emergence of a data exchange platform is likely to spur revenue generation for companies holding data assets.
  • Cloud adoption to improve clinical data handling. The use of cloud-based platforms for management of disparate data sources allows for seamless collaboration across multiple stakeholders.
  • Rising stringency of healthcare policies. Due to regulatory changes (such as CMS hospital price transparency requirements recently announced and effective January 1, 2021), providers must establish efficient channels and methods to disclose cost and price-sharing information to patients.
Everest Group shares these findings in its recently published report, Healthcare Provider State of the Market – Trends, Service Provider Performance in 2019, and Outlook for 2020. This report examines existing trends in the healthcare provider space and how they are impacting providers’ decisions. It also provides a snapshot of the PEAK Matrix® healthcare assessments that Everest Group carried out in 2019. The report includes an overview of the marketplace pressures impacting the strategic decisions of healthcare providers, such as:
  1. BigTech claiming space in healthcare. BigTechs such as Amazon, Apple, Facebook and Google are invading the healthcare market, bringing technologically advanced solutions that aim to drastically improve overall physician and patient experience.
  2. Providers adopting value-based care (VBC). The shift to align healthcare provider incentives with quality of care and health outcomes of patients requires an unprecedented level of data sharing and usage.
  3. The advent of business models of coexistence. To improve patient outcomes and reduce costs, hospitals and health systems are joining forces, providers are partnering with payers, and accountable care organizations (ACOs) are on the rise. These new business models require integration of infrastructure, data and IT management and spur uptake of technologies such as IoT for remote healthcare, analytics to guide interventions, and mobility for intuitive patient portals and information exchange.
  4. Rise in consumerism. Patients increasingly expect healthcare to be delivered as a digital service, but also expect their healthcare information be secure and protected.
***Download a complimentary abstract of the report*** About Everest Group Everest Group is a consulting and research firm focused on strategic IT, business services, engineering services, and sourcing. Our clients include leading global enterprises, service providers, and investors. Through our research-informed insights and deep experience, we guide clients in their journeys to achieve heightened operational and financial performance, accelerated value delivery, and high-impact business outcomes. Details and in-depth content are available at http://www.everestgrp.com.

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