This report is available only to GBS/SS Talent Excellence members. For information on membership, please contact us With the war for talent intensifying, multiple Global Business Services (GBS) organizations are designing future-proof skilling strategies to attract, activate, and retain top talent. As organizations seek to maximize the value from their skilling initiatives, they must identify and adopt metrics that can best evaluate the effectiveness and impact of these programs. In this report, we study the skilling strategies that GBS organizations have adopted and compare the outcomes through a Pinnacle Model® analysis. Based on the study outcomes, we identify and benchmark the KPIs/metrics that GBS organizations use to track the impact of their skilling programs. Scope This report is based on Everest Group’s 2021 Pinnacle Model® study on Skilling Strategies for GBS Organizations All industries and geographies Contents In this report, we study the following topics: KPIs and performance benchmarks for GBS skilling programs Share of Full Time Equivalents (FTEs) undertaking skilling programs and typical completion rates Number of new skills and certifications added Demand fulfillment through internally upskilled/reskilled resources Share of FTEs redeployed to new roles post upskilling/reskilling Cost impact metrics Reduction in hiring costs Prevalence and effectiveness of KPIs used for GBS skilling programs

This Executive Brief is available only to GBS/ Shared Services members. For information on membership, please contact usCOVID-19 has exacerbated the already existing demand-supply gap for niche skills, precipitating the need for enterprises to realign employee skills with emerging business needs and future opportunities. Many GBS organizations are already undertaking focused skilling efforts to future-proof their talent models. In this executive brief, Everest Group analysts share key differentiators for best-in-class GBS organizations, assess skilling outcomes and impact created, and examine key implications for GBS organizations. 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.

Our technology Global Sourcing Adoption Trends reports provide fact-based data and analysis on key trends and developments in global outsourcing for the technology industry. The report examines the key developments across offshore locations leveraged for service delivery, offshore penetration and sourcing mix, global sourcing maturity, and the adoption of digital services in the technology industry. Additionally, it presents upcoming opportunities, implications, and challenges for service providers and enterprises in the next normal. Scope Industry: technology Geography: global Contents In this report, we study: Key global sourcing trends in the technology industry Leading offshore locations leveraged for service delivery Offshore penetration and sourcing mix across key functions – including technology operations, corporate functions (F&A, HR, and procurement), and digital services such as analytics, automation, the cloud, Internet of Things (IoT), cybersecurity, and blockchain Global sourcing maturity across key functions – technology operations, corporate functions, and digital functions The adoption of digital services such as analytics, automation, the cloud, Internet of Things (IoT), cybersecurity, and blockchain in technology The impact of COVID-19 and near-term implications for enterprises and the global sourcing industry Membership(s) Market Vista™ Sourcing and Vendor Management

This Pinnacle Model® is available only to GBS/ Shared Services Excellence members. For information on membership, please contact us Before COVID-19, organizations were already struggling with future-proofing their talent models due to new digital technologies, rising consumer expectations, increasing demand for analytics, and rapidly transforming business models. COVID-19 exacerbated the need to be future-ready in light of changing employee preferences and aspirations. In this new scenario and amid increasing talent mobility, realigning employee skills to emerging business needs and future opportunities is the only viable way for enterprises to attain the necessary skill base to remain competitive. Many organizations have been undertaking focused skilling efforts to future-proof their talent models. However, there is limited understanding of what factors create an effective and scaled skilling program. In this study, we demonstrate how a few best-in-class or Pinnacle GBS firms have been able to drive better outcomes by honing their skilling capabilities. Whether they make incremental changes or achieve major transformation, Pinnacle GBS firms exemplify the way to success. Scope In this research, we analyze the skilling approaches of 40 GBS organizations across five key capability areas (vision & strategy, team structure & composition, program design, execution & engagement, and infrastructure & investment) and three types of outcomes (cost, operational, and business) All industries and geographies Contents In this report, we: Study the differentiators for Pinnacle GBS firms Examine the key implications for GBS organizations Assess the capability maturity of GBS organizations Assess skilling outcomes and impact created

While global enterprises leverage different sourcing models to suit their objectives and requirements, the Global Business Services (GBS) model continues to be an integral component of the enterprise sourcing strategy. Building on their success over the last two to three decades, GBS organizations have diversified extensively and experienced growth in new verticals, such as healthcare and life sciences, and functions such as legal R&D and digital. This research leverages Everest Group’s proprietary GBS database, the industry’s most comprehensive database on GBS centers, and studies GBS centers that provide offshore delivery of global services. It excludes shared service centers that serve domestic operations. The report will be relevant for a broad set of stakeholders — buyers / parent organizations, service providers, GBS organizations, and industry influencers (such as investors and industry bodies). Scope Industries: all Geography: US Contents In this report, we provide an in-depth analysis of the US Global Business Services (GBS) landscape and accompanying trends, including market size, growth, and distribution of GBS centers by buyer portfolio, scale, functions supported, and locations. We also share insights into emerging trends that can impact onshoring. Membership(s) Catalyst™ Global Business Services (GBS) and Shared Services

The COVID-19 crisis has led to a marked shift in how work is carried out. As the coronavirus pandemic spread globally in early 2020 and governments ordered nationwide shutdowns, companies swiftly began to move their employees to the Work From Home (WFH) model. Over the past few months, it has proved viable and even advantageous in many respects. In a post-COVID-19 scenario, we expect WFH to emerge as an imperative for many organizations. In fact, organizations are cognizant of the impending challenges for the long-term scaled adoption of WFH and are focusing on targeted measures to enable effective WFH, making fundamental changes to their working models. This report takes a deep dive into the key aspects related to WFH, concerns and best practices regarding remote working, and the implications of industry developments during COVID-19 on future delivery and locations strategies, such as key changes to delivery portfolios, shoring mix, and locations decisions. The report will be relevant for a broad set of stakeholders interested in integrating WFH in the services delivery model, including buyers / parent organizations, service providers, GBS organizations, and industry influencers (e.g., investors and industry bodies). Scope All industries and geographies This research leverages our survey and interactions with 200+ service provider executives and enterprise / Global Business Services (GBS) / shared services stakeholders across locations and industry verticals. Contents In this research, we study the following topics: Impact of COVID-19 on outsourcing and global services Growing significance and adoption of the WFH model Key concerns regarding ongoing and long-term WFH adoption Key action steps for operationalizing WFH with respect to work mix, technology infrastructure, real estate, talent models, performance management practices, and overall risk mitigation Impact on delivery and locations strategies Membership(s) Market Vista™ Sourcing and Vendor Management

Digital technologies continue to dramatically reshape industries, and it is evident that the future of global services delivery is digital. Enterprises continue to invest extensively in Data and Analytics (D&A) services delivery to overhaul their existing service delivery ecosystems to integrate customer needs, consumer preferences, and avenues for further improving their existing constructs. Amid the coronavirus pandemic, businesses that once mapped digital strategy in one- to three-year phases have now been forced to scale their initiatives in a matter of days or weeks. To remain competitive, market players need to relook at their location strategies and evolve a delivery portfolio that aligns with their go digital agenda. This handbook by Everest Group supports organizations trying to identify the right locations to support data & analytics services. It highlights the relative attractiveness of leading global locations for D&A and allied services, based on a holistic and multi-faceted assessment across 15+ parameters. At an overall level, this handbook covers the data & analytics delivery attractiveness on two broad dimensions: enablers and talent pulse, as described below: Enablers: Includes an assessment of enabling drivers essential for delivering data & analytics services, based on 10 parameters, grouped into four clusters: Infrastructure Talent potential Collaboration ecosystem Business environment Talent pulse: Includes an assessment of market maturity delivery of data & analytics services, based on six parameters, grouped into three broad clusters: Adoption maturity Competitive intensity Financial feasibility Scope The handbook analyzes the data & analytics delivery attractiveness of 20 delivery locations across all geographies and industries. Contents This report provides detailed and relative assessment of 20 data & analytics services delivery locations globally. It will help stakeholders that are evaluating locations to deliver D&A services and need actionable insights based on an assessment of multiple parameters, including talent potential, cost savings, and business ecosystem. Membership(s) Locations Insider™ Sourcing and Vendor Management

This report is available only to Strategic Outsourcing & Vendor Management and GICs & Shared Service members. For information on membership or purchase, please contact us Everest Group publishes executive briefs for senior executives and leaders from enterprises. These briefs address hot industry topics and particularly challenging issues of the day in an easy to digest format. In this executive brief, we share our thought leadership on integrating Work From Home (WFH) in the global services delivery model. The brief covers the business case for WFH, future state of adoption, and key aspects to consider for successful WFH adoption. This Executive Brief (a part of Everest Group’s COVID-19 preparedness series) outlines near-term considerations for sourcing & vendor management executives seeking to effectively respond to the coronavirus crisis. 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.

COVID-19 has fundamentally altered how GBS organizations view Work From Home (WFH). Before the pandemic, most Global Business Services (GBS) organizations regarded WFH as a hard-to-govern delivery model, relevant only for limited services and employees and aimed at facilitating Business Continuity Planning (BCP). But not anymore. In a post-COVID-19 scenario, we expect WFH to emerge as an imperative for GBS, with more than 50% of GBS firms expected to sustain scaled WFH adoption even after the lockdown measures are lifted. While most GBS organizations have approached WFH opportunistically so far, they are now trying to understand the business case for scaled adoption, beyond BCP benefits and including factors such as cost and talent proposition. Scope This research leverages our survey and interactions with 50+ enterprise and GBS CXOs across locations and industry verticals, Everest Group’s proprietary GBS database (the industry’s most comprehensive database on GBS centers), and our prior experience of helping companies on similar engagements. The report will be relevant for a broad set of stakeholders interested in integrating WFH in the services delivery model — buyers / parent organizations, service providers, GBS organizations, and industry influencers (e.g., investors and industry bodies). Contents This playbook will guide business leaders on various WFH strategy design and implementation aspects, including: Definition of WFH and how it fits the next normal for GBS The business case for WFH Key action steps for operationalizing WFH with respect to work mix, technology infrastructure, real estate, talent models, performance management practices, and overall risk mitigation Key challenges and success factors Use cases for scaled WFH adoption in GBS

This report is available only to Strategic Outsourcing & Vendor Management and GICs & Shared Services (GIC/SS) members. For information on membership, please contact us Insourcing is defined as the shift in service delivery from a third-party outsourcing model to the Shared Services / Global In-house (SS/GIC) model. It has gained momentum in the recent past. Multiple organizations are rebalancing their sourcing model mix in favour of insourcing, given a wide range of strategic and operational benefits it offers. The insourcing journey can be full of pitfalls; hence, it is imperative for enterprises to have a clear understanding of the best practices to insource successfully. This document will help you identify: Strategic and operational benefits of insourcing enterprises Trigger points that drive an enterprise toward insourcing Case studies highlighting how enterprises have successfully insourced Best practices for GICs to ensure success of their insourcing journey