Life sciences enterprises are under increasing pressure to accelerate innovation, optimize costs, and embrace emerging technologies like AI. These priorities are reshaping how and where organizations source capabilities, prompting a fresh look at the roles of Global Capability Centers (GCCs) and service providers. GCCs are gaining renewed focus as enterprises invest in internal talent and domain expertise, while service providers continue to play a critical role in delivering flexibility, scale, and specialized capabilities. However, very few conversations bring both sides of the sourcing story to the table. Watch Everest Group’s experts as they explored how life sciences sourcing strategies are evolving in an AI-first world and where enterprises are choosing to build vs. buy capabilities. What questions did the webinar answer? How are life sciences enterprise priorities changing, and what is the impact on the sourcing strategy? What capabilities are companies increasingly looking to bring in-house through GCCs, and which are they turning to service providers to deliver? In an AI-first world, how is the value proposition evolving for both models?

As a supplement to GBS Architectures: One Size Does Not Fit All, we are publishing a comprehensive data book that explores GBS architectures’ core dimensions and vectors. While the main report highlights seven key insights, this data book serves as a detailed reference guide, offering in-depth information on the structural patterns shaping GBS organizations. Rather than prescribing a single approach, it presents diverse industry practices, enabling GBS leaders to make informed decisions tailored to specific enterprise needs. In this first-of-its-kind research, Everest Group, in collaboration with Sourcing Change, analyzes insights from interviews with 50 leading GBS organizations to examine GBS architecture’s foundational elements. This research highlights variations in GBS architectures by model, alignment, resourcing approach, reporting lines, power structures, integration into the planning cycle, enabling capabilities, and presence of Global Process Owners (GPOs) and CoEs. By offering granular insights and illustrative organization models, this data book enables enterprises to benchmark their GBS structures and identify patterns that drive value. Scope All industries and geographies Contents In this report, we: Analyze key dimensions and vectors influencing GBS architecture Assess patterns shaping GBS organizations, highlighting how enterprise context influences architectural choices Evaluate three core dimensions such as model, alignment, and resourcing approach against 10 vectors: reporting lines, enterprise revenue, headquarters location, integration into enterprise planning cycles, GBS locations, presence of CoEs, enterprise power structure, presence of GPOs, GBS size, and enabling capabilities Membership(s) GBS and Shared Services

For over three decades, Global Business Services (GBS) has been a key operational model designed to align with enterprise needs. A complex interplay of enterprise power structures, scale, and functional priorities shapes GBS architectures. Since GBS architecture is highly contextual to the enterprises it serves, there is no universal blueprint for its design and implementation. However, industry leaders continuously assess what works and does not to identify structural patterns that drive value. In this first-of-its-kind report, Everest Group, in collaboration with Sourcing Change, analyzes insights from leading GBS organizations to examine the foundational elements of GBS architecture. Rather than prescribing a single approach, the findings offer a comprehensive view of the diverse ways GBS organizations operate, capturing variations in reporting lines, geographic considerations, resourcing approaches, and industry dynamics that continue to shape the evolution of GBS. Scope This report covers: Insights based on in-depth interviews with leaders from over 50 GBS organizations across all industries and geographies Three core dimensions of GBS architecture – model, alignment, and resourcing approach – against 10 vectors Patterns that shape GBS organizations, highlighting how enterprise context influences architectural choices Contents In this report, we cover: Key patterns in GBS architectures, evaluating three core dimensions against 10 vectors: reporting line, enterprise revenue, headquarters location, integration into enterprise planning cycles, GBS locations, presence of CoEs, enterprise power structure, presence of Global Process Owners (GPOs), GBS size, and enabling capabilities Focus section on GPOs, exploring how they are integrated into different GBS models, factors influencing their adoption, and their reporting structures, among others Focus section on industry-specific trends in consumer packaged goods and pharma sectors Membership(s) GBS and Shared Services

Global Capability Centers (GCCs) have revolutionized enterprise processes, evolving from undertaking cost-saving initiatives to strategically innovating and creating value. By leveraging shared services, technology, and business model innovations, GCCs now manage large-scale, rule-based processes while fostering digital transformation. This transformation often poses considerable challenges for organizations prioritizing key revenue generation elements such as reputation, customer-centricity, client relationships, and individual performances. GCCs are essential in managing rule-based processes at scale while fostering innovation and digital transformation. Over time, the GCC model has evolved from merely adapting to disruptions to becoming a key innovation driver, underscoring its significant growth and impact on global operations. This report highlights GCCs’ evolving role and the factors likely to drive the next wave of evolution. Scope Industry: all Geography: India Contents In this report, we examine: GCC’s evolution personas Technology’s role in GCC evolution GCCs’ role in supporting generative AI initiatives The future outlook Membership(s) GBS/SS Talent Excellence Sourcing and Vendor Management

Life sciences industry organizations seek innovative strategies to streamline operations, enhance efficiencies, and drive sustainable growth. Among these strategies, they prefer the Global Business Services (GBS) model as a transformative approach to revolutionize operations and manage processes. Over the past few years, the life sciences GBS market has grown significantly due to the increase in the in-house GBS centers worldwide. The GBS model’s growing adoption across the life sciences value chain, particularly for R&D and commercial operations, highlights the value that GBS entities provide. In this report, we examine the GBS model’s adoption in the life sciences industry, including growth trends, key drivers for increased adoption, and future implications for life sciences organizations. The report analyzes technology’s vital role in accelerating digital transformation and innovation within GBS centers. It offers valuable insights for life sciences GBS organizations, industry leaders, and stakeholders that aim to enhance their operational efficiencies, strategic values, and readiness for future challenges. By understanding the trends and drivers shaping the market, these organizations can improve the value chain and focus beyond cost savings. Scope Industry: life sciences GBS organizations Geography: global Contents In this report, we: Examine the life sciences GBS market landscape Assess the future outlook and implications for life sciences GBS organizations Membership(s) GBS/SS

GBS (Global Business Services) organizations have established themselves as strategic partners for the enterprise – playing a pivotal role in identifying avenues of growth and creating momentum for forward-looking and innovative change. Today, enterprises and GBS organizations are exploring non-traditional approaches – ones that are anchored on customer centricity and outcomes – to take advantage of the GBS model. However, with increased capabilities come increased responsibilities. Watch our GBS experts for an insightful webinar examining what lies ahead for the GBS model. They discussed the model’s remarkable resilience, its rising preference, and the shifting conversations from a value-first to an outcomes-centric approach. Participants will gain valuable insights into the changing dynamics of GBS and how it plays a pivotal role in shaping enterprise-level strategies. What questions has the webinar answered for the participants? What are GBS leaders’ strategic priorities for 2024? How can GBS organizations drive closer alignment with business and the broader enterprise? What capabilities will become crucial as part of evolution?

The marketing operating model has undergone significant disruption, compelling chief marketing officers to adapt to shifting consumer behavior, digital evolution, and technology trends, all within tight budgetary constraints. This pressure has led them to reassess their marketing sourcing and delivery strategies. In this report, we uncover the factors driving the end-to-end transformation of the marketing operating model and highlight the core elements that are crucial for its success. We discuss marketing delivery and sourcing strategies, with a special focus on offshoring and nearshoring, identifying key geographies with low-cost, talent-rich offerings for marketing activities. We also explore the in-house sourcing landscape by emphasizing the role of marketing global business services centers. A talent sourcing checklist is provided for enterprises considering offshoring marketing activities. Scope Industry: marketing services Geography: global The assessment is based on Everest Group’s annual RFI process, secondary sources of information, interactions with industry experts, and an ongoing analysis of the market Contents In this report, we examine: Elements of the marketing operating model and the factors driving its transformation Globalized marketing delivery and the enterprise implications for its adoption Elements of the marketing sourcing model (in-house and outsourced) Adoption of a balanced shoring mix by locations, buyer size, and industry with key focus geographies Enabling pillars of the marketing operating model – governance, technology, risk mitigation, and underlying operating philosophy Generative AI’s impact on the marketing operating model Membership(s) Marketing and Interactive Experience GBS/SS

GBS Cost Benchmarks Book is available only to GBS / Shared Services Excellence members. For information on membership, please contact us The Cost Benchmarks Book is an off-the-shelf reference for Global Business Services (GBS) professionals to benchmark their in-house delivery costs against market benchmarks and derive back-of-the-envelope business cases. Members can also use the analyst inquiry service to clarify points, ask for additional advice, and discuss any other points related to the book. Scope Cost benchmarks for 25+ IT, Business Process Outsourcing (BPO), and next-generation/digital roles across 10 onshore, nearshore, and offshore global delivery geographies Guidance on the potential cost savings associated with hybrid working Contents This book offers cost benchmarks for the in-house delivery of Finance and Accounting (F&A), IT Applications, IT Infrastructure, human resources, contact centers, analytics, Robotic Process Automation (RPA), and Agile/DevOps. The benchmarks are provided at a city level for the following 10 countries: India (Bangalore, Hyderabad, Pune) Philippines (Manila, Cebu) China (Shanghai, Dalian) Malaysia (Kuala Lumpur) Poland (Krakow, Wroclaw) Romania (Bucharest) Mexico (Mexico City) Costa Rica (San Jose) US (New York, Dallas) UK (London, Manchester) The cost benchmarks are normalized to industry-standard roles and experience levels and are represented as the 20th, median, and 80th percentiles. The benchmarks have been further broken down into compensation and overheads to help users benchmark compensation, as it is the biggest component of the cost structure. For information on membership, please contact us Membership(s) GBS/SS

Rapidly evolving customer preferences, geopolitical disruptions, and a demand to do “more with less” have kept marketing teams on their toes throughout 2022. Looking ahead, a change in mindset towards outsourcing could help address near-term problems while driving long-term transformation in the marketing space. However, many enterprises are still on the fence about outsourcing their marketing functions due to a lack of information. This webinar explained what marketing services are, how we expect marketing services to evolve in the near future, and what CMOs need to consider while building their future roadmap. Our speakers discussed topics, including: What does the Marketing services landscape look like in 2023? How will perceptions in the marketing domain change in the near future? What do enterprises expect from service providers, and how are they responding? What role will technology play in this transition?

In the past, GBS organizations have displayed resilience – tackling the ongoing pandemic and intensified talent war. For 2023, GBS organizations must maintain this “persevere” mindset and continue alignment with CEO mandates. In this webinar, our analysts discussed how GBS leaders can sustain the strong momentum they have developed. What questions has the webinar answered for the participants? What are GBS leaders’ strategic priorities for 2023? How can GBS organizations continue to build their strong foundation and drive more alignment with the enterprise? What actions should be prioritized? What steps can GBS organizations take to stay on top of talent needs for 2023 and beyond?