In recent years, various external factors have challenged the fundamentals of the GBS model, including digital technologies, remote/hybrid delivery, talent shortage, and the focus on business continuity planning / agility in the wake of the pandemic. As a result, existing measures of GBS maturity and success are losing their effectiveness in helping GBS organizations plan their future strategies. Everest Group interacted with leaders in more than 50 GBS organizations and established five GBS personas. In Part 1 of this two-part series, we introduced the GBS evolution personas, their underlying capabilities, and types of GBS journeys. In the second report in this two-part series, we describe the capabilities that define GBS personas, assess the GBS personas’ impact delivered, and recommend calls to action for GBS organizations to evolve their personas. This viewpoint is the second in a series of two reports on changing enterprise expectations from the GBS model and the urgent need to redefine GBS personas. Scope All industries and geographies Contents In this report, we: Describe the capabilities that define GBS personas Assess the impact that different GBS personas deliver Recommend calls to action for GBS organizations to evolve their personas Membership(s) GBS/SS

This report is available only to GBS & Shared Services members. For information on membership, please contact us Business agility has taken center stage for enterprises as they strategize to quickly adapt and respond to market challenges and opportunities. Organizations are adopting a decentralized governance structure with multiple communication channels to enable a greater sense of ownership across levels. They are also leveraging cross-functional teams, flexibility, technology, and innovation to ensure agility across the organization. This report explores the Commitment, Collaboration, Competence, and Construct (4Cs) to successfully attain business agility in a Global Business Services (GBS) organization. It also recommends the steps to boost the 4Cs and best practices to attain agility. Scope: All industries and geographies Contents: In this report, we examine: The recipe for attaining business agility in GBS organizations  Steps to boost the 4Cs Case studies  Best practices to drive the 4Cs to achieve business agility

This report is available only to GBS & Shared Services members. For information on membership, please contact us Building Centers of Excellence (CoEs) has become an imperative for Global Business Services (GBS) organizations and is critical to develop distinctive high-value capabilities, enable cross-functional collaboration, and increase the value delivered beyond labor arbitrage. In the post-pandemic world, GBS organizations have an opportunity and obligation to unlock new ways of creating value by accelerating efforts to build and scale CoEs. Based on an analysis of 100+ GBS organizations, this playbook defines CoEs in the context of GBS firms and the rationale for building CoEs within GBS. The study is the industry’s first playbook that provides a framework for GBS leaders to develop successful CoEs. It breaks down the components of an effective CoE and examines their role, focus areas, governance mechanisms, challenges, market success stories, and necessary steps to build strategic CoEs in GBS organizations. Scope: All industries and geographies Contents: In this report, we study: The definition of CoE for a GBS organization The rationale for investing in CoEs A framework for building successful CoEs within GBS organizations Case studies of best-in-class GBS-based CoEs

The fundamentals of the GBS model have been challenged by various external factors in recent years, including digital technology development, pandemic-induced remote/hybrid delivery growth, talent shortage, and stress-testing of organizations’ Business Continuity Planning (BCP) or agility. As a result, prevalent GBS maturity and success measures are becoming less effective in helping GBS organizations plan their future strategies. Everest Group interacted with GBS leaders in more than 50 GBS organizations to establish five GBS personas (defining the nature of GBS organizations based on their attributes and personalities). These personas are built on a strong foundation and the success of our earlier GBS maturity/evaluation frameworks but capture new capabilities that will define GBS in the future – a borderless organization that is integrated with the enterprise. This viewpoint is the first in a series of two reports on changing enterprise expectations from the GBS model and the urgent need to redefine GBS personas. Scope All industries and geographies Contents In this report, we study: GBS model adoption among enterprises and changing enterprise expectations GBS personas Types of GBS evolution journeys Capabilities that establish the persona of a GBS organization Membership(s) GBS/SS

Many organizations have adopted the global sourcing model to deliver corporate functions such as Finance & Accounting (F&A), Human Resources (HR), Source-to-Pay (S2P) in procurement, legal, marketing, real estate, and Supply Chain Management (SCM). These functions have different adoption maturity levels in Global Business Services (GBS) organizations. While F&A and HR are the oldest functions to be delivered from GBS centers, S2P and SCM processes have grown significantly over the years, with high adoption and penetration within GBS. This report explores the various aspects of GBS delivery for HR and examines the adoption drivers, challenges, responses, and key locations leveraged for HR process delivery. It also evaluates adoption maturity across HR processes. Scope All industries and geographies Contents In this report, we study: The S2P and SCM process map GBS adoption and maturity across S2P and SCM services Delivery locations Emerging trends in S2P and SCM, and GBS setup challenges Levers for the GBS leadership to further increase the value delivered from S2P and SCM centers Membership(s)GBS/SS

Many organizations have adopted the global sourcing model to deliver corporate functions such as Finance & Accounting (F&A), Human Resources / Hire-to-Retire (HR), procurement, legal, marketing, real estate, and supply chain management. These functions have different adoption maturity levels in Global Business Services (GBS) organizations. HR, which was one of the first corporate functions to be delivered through the GBS model, has matured significantly over the years with high adoption and penetration within GBS. This report explores the various aspects of GBS delivery for HR and examines the adoption drivers, challenges, responses, and key locations leveraged for HR process delivery. It also evaluates adoption maturity across HR processes. Scope All industries and geographies Contents In this report, we study: The HR process map GBS adoption and maturity across HR services Delivery locations  Emerging trends in HR and GBS setup challenges Levers for the GBS leadership to further increase the value delivered from HR centers GBS/SS

Many organizations have adopted the global sourcing model to deliver corporate functions such as Finance & Accounting (F&A), human resources, procurement, legal, marketing, real estate, and supply chain management. These functions have different adoption maturity levels in Global Business Services (GBS) organizations. F&A, which was one of the first corporate functions to be delivered through the GBS model, accounts for the highest share of delivery and adoption maturity within GBS. This report explores the various aspects of GBS delivery for F&A function and examines the adoption drivers, challenges, responses, and key locations leveraged for the delivery of F&A processes. It also evaluates adoption maturity across F&A processes. Scope All industries and geographies Contents In this report, we study: The F&A process map GBS adoption and maturity across F&A services Delivery locations Emerging trends in F&A and GBS setup challenges Levers for GBS leadership to further increase the value delivered from F&A centers GBS/SS

Our insurance Global Sourcing Adoption Trends report provides fact-based data and analysis on key trends and developments in global outsourcing for the insurance industry. The report captures key developments across offshore locations leveraged for service delivery, offshore penetration and sourcing mix, global sourcing maturity, and adoption of digital services in the insurance industry. Additionally, it presents upcoming opportunities, implications, and challenges for service providers and enterprises in the next normal. Scope Industry: Insurance Geography: global Contents In this report, we present: Key value chain process in the Insurance industry Leading offshore locations leveraged for service delivery Offshore penetration and sourcing mix across key functions – including Insurance operations, IT-ADM & infrastructure, corporate functions (F&A, HR, and procurement), and digital services such as analytics, automation, cloud, Internet of Things (IoT), cybersecurity, mobility, social, and blockchain Global sourcing maturity across key functions –insurance operations IT services (ADM and infrastructure) corporate functions, and digital functions Adoption of digital services (analytics, automation, cloud, Internet of Things (IoT), cybersecurity, mobility, social and blockchain) in insuranceNext Normal crisis and challenges Membership(s) Market Vista™ Sourcing and Vendor Management

This report is available only to GBS & Shared Services members. For information on membership, please contact us As GBS organizations evolve from being “helpers” to “shapers” to “leaders” for their parent organizations, it is vital for them to proactively focus on Business Relationship Management (BRM) activities. In fact, many GBS organizations have successfully driven BRM activities to elevate the impact they deliver for the parent organization. This has also helped them emerge as strategic partners driving growth for their enterprises. This report looks at the different ways in which GBS organizations define BRM, the various models they have adopted to drive BRM, benefits delivered to the parent, and a checklist of 15 things that GBS organizations should keep in mind for successful BRM. The study also features multiple case studies that reveal how leading GBS organizations manage BRM activities and the impact they deliver for the parent. Scope: Industry: all Geography: global Contents: In this report, we: Examine the evolving role of GBS organizations and its impact on Business Relationship Management (BRM) Define BRM Identify the drivers and inhibitors, and the impact of setting up BRM teams Look at BRM adoption models and their prevalence among GBS organizations Study the benefits of having a dedicated focus on BRM within GBS organizations Feature case studies that showcase how leading GBS organizations manage BRM activities to elevate the impact they deliver for their parent organizations Share a checklist for successful BRM

This Executive Brief is available only to GBS/ Shared Services members. For information on membership, please contact us While the pandemic posed certain challenges for insurance GBS organizations, they swiftly adapted and leveraged the disruption as an opportunity to drive digital transformation and customer experience initiatives for their parent companies. This report takes stock of the current state of various leading insurance Global Business Services (GBS) organizations in terms of their GBS model adoption. Further, we highlight the 11 critical areas on which insurance GBS leaders need to focus to drive the next wave of success. There is an urgent need to have simultaneous focus on three key areas – growth, evolution, and optimization – to not only maximize the GBS model’s leverage but also ensure that the GBS organization becomes the parent organization’s true strategic business partner. Scope Industry: insurance Geography: global Contents: This report studies: Different stages of GBS model adoption among leading insurance GBS organizations 11 focus areas across which insurance GBS organizations need to accelerate initiatives Note: Everest Group publishes executive briefs for senior executives from enterprises. These briefs address hot industry topics and particularly challenging issues of the day in an easy-to-digest format.