In today's volatile and competitive business environment, the Order-to-Cash (O2C) process, a traditionally back-office function of Finance and Accounting (F&A), has emerged as a critical focal point for enterprises. Serving as the converging hub of F&A, supply chain management, sales, and customer experience management (CXM) functions, it presents a unique opportunity to improve cash flow, minimize risks, and elevate stakeholder experience. Evolving customer expectations have created an urgent need for enterprises to technologically transform their O2C processes and create a connected O2C technology ecosystem. To address evolving enterprise priorities, the O2C technology landscape is undergoing several developments such as new providers’ rapid emergence, scope expansion, investments in AI, and increased focus on contextualization. This report highlights the challenges enterprises face with the O2C function’s current state and establishes the urgent need to improve O2C processes. It explores a technology-powered O2C function’s business benefits and provides insights into the O2C technology space’s recent developments and future outlook. This report also includes various O2C technology providers’ comprehensive profiles, covering their solutions and offerings, client footprint, and partnerships. Scope All industries and geographies Contents In this report, we focus on: Challenges in the O2C function’s current state A technology-powered O2C function’s key business benefits The O2C technology provider landscape’s overview Recent developments shaping up the O2C technology space Future outlook Key O2C technology providers Membership(s) Finance and Accounting Sourcing and Vendor Management

The vital role of finance processes in organizational performance has made finance leaders attentive to the dynamic business environment and how it impacts financial performance. In the past two years, CFOs have worked hard to support their organizations’ short-term survival, while taking advantage of large-scale disruptions to drive the changes necessary to gain long-term competitive advantage. To understand how CFOs’ roles and business imperatives are evolving, Everest Group conducted the Global CFO Survey 2022, whose findings we lay out in this report. Scope Industries including insurance, CPG & retail, hi-tech & technology, life sciences, manufacturing, airlines, and hospitality Geographies including North America, UK & Europe, Asia Pacific, and the Middle East and Africa Source: Global CFO Survey 2022, in which more than 300 CFOs and their direct reports participated Contents In this study, we share key findings and insights from the Global CFO Survey 2022, including: The current state of finance priorities Key organizational and transformational initiatives that CFOs have undertaken in the recent past The building blocks for enabling change in the F&A function Membership(s) Finance and Accounting Sourcing and Vendor Management

The demand for superior customer experience, accelerated time-to-market, and continuous innovation, especially after the pandemic, are compelling organizations to rapidly undertake digital transformation efforts, leaving operations leaders with little time to keep up with these new innovations. An integrated operations transformation approach is a force multiplier that enables better business outcomes from digital transformation. In this research, we explore how finance leaders can evaluate, redesign, and realign operations across infrastructure, core systems, and process layers to help optimize and realize more value from their digital transformation efforts. Scope Function: Finance and Accounting (F&A) All industries and geographies Contents In this report, we discuss: Key challenges in F&A digital transformation initiatives and understanding organizational operations maturity levels An integrated approach to F&A operations transformation Key success drivers and the role of third-party providers Membership(s) Finance and Accounting Sourcing and Vendor Management

As organizations transition to a post-pandemic world, they are leveraging superior customer experience as a differentiator and an engine for growth. Organizations are also recognizing that, along with the customer, the agent is a pivotal component of Customer Experience (CX). In fact, the two are inextricably linked – a good agent experience consistently leads to a good customer experience and vice versa. But in a world of finite resources and competing priorities, the agent experience is often ignored and existing efforts are not enough to improve agents’ overall satisfaction with their experience at work. With the augmented role of customer service agents at the center of a seamless CX model, organizations have started to recognize the tangible benefits of enhancing the agent journey. They have started working toward improving agent experience by addressing agents’ pain points, eliminating skill gaps, and providing them the tools they need to succeed in order to ensure consistent, engaging customer experiences that drive positive business and talent outcomes, long-term sustainable growth, and brand equity. In this viewpoint, we examine the connection between agent and customer experience, including its broader business impact. We recommend that organizations should work with an agent-centric mindset and thoughtfully deploy technology and restructure business processes to prioritize agents’ physical and mental well-being. Scope: All industries and geographies Contents: In this viewpoint, we answer the following questions: What is agent experience, and how does it impact customer experience and the broader business? What workplace challenges do agents face, and what are the key drivers of agent experience and engagement? What measures should companies take to improve agent experience? Membership(s) Customer Experience Management (CXM) Services, including Contact Center Outsourcing Sourcing and Vendor Management