As the world struggles with the next normal following the pandemic, it is apparent that technology will be vital to ensuring businesses’ future resilience. Technology services have become critical for enterprises to achieve the triple mandate of cost optimization, operational excellence, and business value creation. While enterprises experiment with and increase IT adoption to create a competitive advantage, the fierce competition for niche IT roles continues to intensify. In fact, the IT roles of tomorrow will keep evolving amid the unabated wave of change. This report helps enterprises identify the right skill sets and locations to support two in-demand IT roles – full-stack developers and cloud architects. It highlights the relative attractiveness of leading global locations for these niche IT roles based on a comprehensive assessment along three broad dimensions: Role overview: a study of the technical and non-technical competencies required for the roles, including skill overviews and key considerations and resolutions Demand-supply dynamics: an assessment of offshore, nearshore, and onshore markets from both talent demand and supply perspectives Location analysis: an assessment of leading global locations across parameters such as financial attractiveness, key market players, and talent demand and supply Scope This report analyzes the attractiveness of 12 leading global locations for two in-demand IT roles – full-stack developers and cloud architects Industry: all Geography: global Contents In this report, we examine the attractiveness of 12 leading global locations for the niche IT roles of full-stack developers and cloud architects and help market participants select: Locations that have the required talent supply Locations that are financially feasible to sustain operations Locations with a strong (3-4 years’ view) talent-cost proposition We also discuss the overall role descriptions and technical and non-technical competencies required for the roles, including skill overviews and key considerations and resolutions for the roles. Membership(s) Locations Insider™ Sourcing and Vendor Management

Organizations are facing acute talent shortages following COVID-19 as they undertake digital transformation efforts to strengthen their businesses. In fact, over 86% of enterprises consider IT talent shortage as a key near-term challenge for their digital transformation journeys. The widening skills gap, talent shortage, rising attrition rates across industries, and the lack of project readiness are impacting organizations’ overall operations and delivery . Therefore, effective talent management solutions across talent acquisition, retention, and engagement are becoming a key focus area for enterprises to remain competitive. Firms are increasingly partnering with providers as well as technology providers offering platforms and solutions that can support their talent management efforts. These platforms typically leverage next-generation technologies such as artificial intelligence and data analytics to enable internal talent mobility, career-pathing, and learning management. Through technology, these solutions also help firms achieve their Diversity, Equity, and Inclusion (DE&I) goals by ensuring bias-free recruitment. This report provides an overview of the various solutions and platforms that providers and technology providers offer to help clients gain access to IT talent. As firms chart their talent journeys, they will benefit from strong partner strategies assisted by next-generation technologies. Scope The assessment is based on briefings with major talent technology providers and ongoing tracking and conversations with providers and enterprises All industries and geographies Contents This report assesses various solutions and platforms that providers and technology providers offer to help enterprises in their talent management efforts. Membership (s) Digital Services Technology Skills and Talent Sourcing and Vendor Management

On February 1, Everest Group hosted a webinar titled, "5 Success-driving Actions IT Workforce Leaders Need in 2022." In 2021, IT workforce attrition rates increased by 10% across roles and regions – and time to hire took two to three times longer than the norm. The current global IT talent shortage will be a long-term challenge, with the possibility of lasting the next three years. Organizations need to arm themselves with the resources to develop world-class talent capabilities to find and keep talent. This expert panel discussion reveals the implications of the IT talent shortage and five success-driving actionable steps for IT workforce executives to build a fit-for-purpose IT workforce in the mid- to long-term. The panel explored the following topics: Why the global IT talent demand-supply gap will be a multi-year phenomenon The lessons learned from the intense IT talent scramble in 2021 Strategic imperatives and options that IT workforce development teams and leaders need to know

This report is available only to IT Talent Excellence members. For information on membership, please contact us The demand-supply gap for next-generation IT services skills has been a huge talking point for enterprises over the past few years. It is evident that the persistent skills shortage has only been exacerbated by an increasing digital transformation spend and pent-up business demand following the pandemic. Despite enterprises using known offensive (attraction) and defensive (retention) tactics, there is a demand-supply gap for critical roles in cloud, data, automation, agile, and security across regions. Compensation corrections and counter offers, bonuses, flexible location options, or job rotations are keeping companies in the talent race, but more ingenious measures are needed. Enterprises require a holistic strategy to attract the required talent and engage and retain existing employees to win the IT talent war. Everest Group conducted an extensive study to identify best-in-class or Pinnacle IT workforce development strategies at leading global organizations to analyze the current and future approaches to IT workforce development and the evolution of investment themes and implementation practices across the IT workforce life cycle, which can yield better business outcomes for enterprises.

This document is available only to Talent Excellence members. For information on membership, please contact us The ongoing war for IT talent has not only pushed organizations to adopt better talent acquisition strategies, but also emphasized the significance of a strong IT leadership that can engage, retain, and derive the best outcomes from IT teams, especially in today's distributed work environment. However, most IT leaders do not possess the leadership traits to effectively groom and manage the next-generation of IT workforce and enable superior team outcomes. While IT workforce development teams typically capture self-reflections from the executive management and leadership as part of planning and review processes, the voice of IT employees – a critical input – is seldom given due consideration. Thus, it is imperative for organizations to understand employees’ expectations from their organizations and leadership. This Accelerator examines IT employees’ expectations and grievances – the fundamental reason for undesired attrition – and shares insights to enable IT workforce development and HR leaders to validate and refine their plans and create robust IT leadership profiles. Membership(s) IT Talent Excellence

On October 26, Everest Group hosted a webinar titled, "Winning the IT Talent War: Pivotal Discoveries from Our Strategic IT Workforce Study." According to research from our Strategic IT Workforce Development Pinnacle Model® Assessment, only one in four organizations have well-defined strategies to help consistently improve their foundational IT workforce metrics. With the shortage in quality IT skills intensifying by the day, enterprises require a holistic strategy to attract needed talent and engage and retain current employees to win the IT talent war. This study identifies best-in-class, or Pinnacle, IT workforce development strategies in leading global organizations, and the results are in. In this webinar, we shared key learnings and implications from the study, including: The current and planned approaches to IT workforce development and management The evolution in investment themes and implementation practices across the IT workforce life cycle Key metrics to evaluate the impact of IT workforce initiatives Key success factors that help Pinnacle Enterprises® achieve better results compared to others

On September 14, Everest Group hosted a webinar titled, "Is Agile Working? Where Enterprises Are Going Wrong." Agile has been established as the de-facto software development of the future; yet, enterprises’ journeys and their ability to scale agile have been a mixed bag. This webinar will explore where enterprises have been successful with agile, the stumbling blocks, and what the road ahead looks like. Our experts answered the following questions for participants: What does success with agile look like, and how successful have enterprises truly been? What have best-in-class enterprises done right, and where have others gone wrong? How can enterprises accelerate value from agile journeys even as delivery methods evolve by the day?

This Executive Brief is available only to GBS/ Shared Services members. For information on membership, please contact us Technological advances at breakneck speed and rapid digital transformation across industries are fueling an aggressive demand for talent, aggravating the already acute supply-demand gap. Organizations are scrambling to attract, activate, and retain top talent, and sustain competitive advantage. In this executive brief, Everest Group analysts share the approach to winning the war for talent, key combat and sustenance levers leveraged by leading global organizations, and 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.

COVID-19 has had a profound impact on IT services globally, including reduced enterprise demand, supply chain disruptions, challenges in business and service continuity, and new cybersecurity risks and threats. However, automation has helped minimize business disruptions and lack of workforce availability, with measures such as automated provisioning, chatbots, self-healing, automated bursting, and continuous monitoring. The maturity of the automation ecosystem and its high Return on Investment (RoI) have played a key role in driving automation to become a vital component of every enterprise’s COVID-19 response. Today, enterprises are looking at leveraging aware (intelligent) automaton via the cloud, networks, digital workplace services, and IT Service Management (ITSM) to maintain operational vitality and achive efficiencies, optimization, and avenues for business growth. In this research, we provide an overview of the IT infrastrucuture services automation market, describe key enterprise challenges, and share relevant use cases, best practices, and implications for enterprises. Scope Market: IT infrastructure services automation  Geographic scope: global Contents This report provides an overview of the ServiceNow services market and studies: Evolving enterprise expectations from IT infrastructure services automation Evolution of aware automation Aware automation overview across the cloud, workplace, network, and ITSM Enterprise implications Membership(s) Cloud & Infrastructure Services Sourcing and Vendor Management

This Data Set is available only to IT Talent Excellence members. For information on membership, please contact us Talent is increasingly becoming the prime differentiator for firms as they seek to achieve competitive advantage. A successful talent strategy acts as a business enabler by improving firm performance and enhancing client satisfaction. However, firms often struggle to leverage their talent to achieve this. The lack of relevant IT talent and high demand for next-generation technology skills have been increasing the IT talent gap. As the war for talent intensifies, it is vital for enterprises to put in place a robust skilling strategy that can help them build the IT roles of tomorrow. This strategy will involve identifying the current gaps in their talent landscape, defining the roles of the future, and investing in the right initiatives to develop these roles. To assist firms in the first step in this journey – assess the currently available skills and identify competency gaps – Everest Group has tracked and categorized more than 800 contemporary and next-generation IT services skills. Enterprises can leverage this skills taxonomy report to determine their existing skills, identify competency gaps, and feed the inputs into their workforce planning strategies. Scope All industries and geographies Sources leveraged: Everest Group’s interaction with enterprises, recruitment agencies, online job portals, and academia to determine the key skills experiencing traction Contents In this report, we: Categorize more than 800 skills across key IT services towers – application services, infrastructure services, data services, automation services, and design and non-STEM services Classify these skills further as Basic, Emerging, and Specialist, based on the extent of demand-supply gap Membership(s) IT Talent Excellence